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.
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.
