Samenvatting Businessmodeling (YC0833)

Businessmodeling

1. Inleiding business models ............................................................................................................... 2
Why ......................................................................................................................................... 2
What ........................................................................................................................................ 2
1.2.1. Business model ................................................................................................................ 2
1.2.2. Soorten business models................................................................................................. 3
How ......................................................................................................................................... 4
1.3.1. Disruptive innovation ...................................................................................................... 4
1.3.2. Appropriation of value from innovation ......................................................................... 5
1.3.3. Business model navigator patterns ................................................................................. 6
2. The business model navigator ......................................................................................................... 7
3. Fase 1: Initiation .............................................................................................................................. 7
3.1. Business model ........................................................................................................................ 7
3.2. Players ..................................................................................................................................... 8
1.3.4. Building blocks ................................................................................................................. 9
3.3. Change drivers - PEEST .......................................................................................................... 11
3.4. Evaluation tool – Pimento mapping ...................................................................................... 13
4. Fase 2: Ideation ............................................................................................................................. 17
4.1. Four basic capture strategies in media and entertainment .................................................. 17
4.1.1. Willingness to pay ......................................................................................................... 17
4.1.2. Multi-sides business ...................................................................................................... 18
4.1.3. open business ................................................................................................................ 19
4.1.4. Operational excellence .................................................................................................. 19
5. Fase 3: Integration......................................................................................................................... 26
5.1. Reverse financing .................................................................................................................. 27
5.2. Risk register ........................................................................................................................... 31
5.2.1. Basic risk information ................................................................................................... 32
5.2.2. Risk assessment information ........................................................................................ 32
5.2.3. Risk response information ............................................................................................ 32
5.2.4. Internal/external risks ................................................................................................... 33
5.3. Stakeholder mapping ............................................................................................................ 33
6. Net Present Value.......................................................................................................................... 36
6.1. Future value........................................................................................................................... 36
6.2. Present value ......................................................................................................................... 36
6.3. Discounted cash flow calculation .......................................................................................... 37

,1. Inleiding business models
Why
IPhone:

- MARKET SHARE: Market share is the percent of total sales in an industry generated by a
particular company. 15% around the whole world.
- Profit share: 63% around the world.
 Branding
 Loyal costumers
 BRAND VALUE: Zorgen dat je waarde hebt aan al hun producten. Ze werken allemaal samen.

VALUE CREATION: Je creëert waarde voor de klanten. Ze kunnen surfen, bellen, muziek luisteren,…

VALUE CAPTURE: Alle producten bieden waarde voor de klant en werken ook allemaal samen.

 Apple creëert meer value capture, daarom is hun profit share hoger. Het is een ‘Closed
environment’.


What
! BUSINESS MODEL ≠ BUSINESS PLAN !




1.2.1. Business model
BUSINESS MODEL: A business model describes the rationale of how an organization creates, delivers
and preserves value.

- PRODUCT INNOVATION: How can you make something that people want?
- SERVICE INNOVATION: How do you deliver it in a way that ensures that you get paid ... and
continue to be paid for it?
- PROCESS INNOVATION: How do you keep the cost to do it all under control?

Business model components:
- Technology and services
- Production, marketing and distribution channels
- Production and marketing partners
o Development cost model
o Operational cost model
• Marginal costs
• Economies of scale
• Critical mass
- Value proposition
- Customer segments
- Payment channels
o Revenue model
• Audience development (user value, critical mass, community)
• Readiness to pay (direct and indirect)!
• Ease of payment
• Loyalty

,MARGINAL COSTS: The extra costs to serve an extra person. (Ligt veel lager dan vroeger.)

COST PER PERSON: The more you are growing, the less you need to pay per costumer.

EASE OF PAYMENT: Wanneer er een eerlijke prijs is voor een product zijn mensen sneller bereid om
te betalen in plaats van te stelen.




1.2.2. Soorten business models


ECO-SYSTEM (Lock in/razor blade model) ➔




BUSINESS MODEL CANVAS (Describing an existing business) ➔




BUSINESS MODEL NAVIGATOR ➔




PIMENTO CANVAS ➔

, How
Three core challenges:

1. Thinking outside industry logic
 Disruptive innovation

2. Thinking in entire business models not only technology or products
 Appropriation of value from innovation (Teece)

3. The lack of systematic tools
 Business model navigator patterns


1.3.1. Disruptive innovation
 A specific term indication the seemingly unnoticed creaping in of fundamental market
innovation.
 Bedrijven falen, omdat ze te lang blijven doen waar ze goed in zijn, en daardoor links en
rechts worden ingehaald door ‘disruptieve’ start-ups die met hun innovaties de markt volledig
veranderen.


Two paths:

- LOW-END DISRUPTION: When an originally unremarkable competitor that made a jump and
became a mainstream. Appearing to have grabbed the whole market in a sudden move.
(Bv: encyclopaedia vs. Wikipedia, analogy vs. digital camera, DVD-rental vs. Netflix)

- NEW MARKET DISRUPTION: Creates a market where none existed. Find a way to turn non-
consumers into consumers. Often by having adapting an existing product/service and business
model to satisfy customers which are have not been on the radar of the incumbents at all.
(Bv: Ryanair, Cirque-du-soleil, Nintendo Wii)




INGREDIENT BRANDING: You’re a little part of a bigger section.