Samenvatting Businessmodeling
Introduction: why-what-how-where
Initiation (incl. Eco-system mapping and PEEST)
Evaluation (incl. Pimento and eulogy)
Ideation (Business Model Pattern Navigation)
Integration (incl. Risk analysis)
Implementation (incl. Reverse financials)
1. Introduction
WHY use a business model?
● Iphone market as example
○ Only 15% are Iphone users
○ Iphone is not the best technical phone
○ Iphone profit share
■ Apple gets 63% of all profits even when they only own 15% of the
market
■ Customer loyalty leads to willingness to pay
■ Whole ecosystem surrounding the phone itself (television, watch etc.)
■ Money spent on Itunes, apps etc. � extra money in their ecosystem by
services
○ Value creation : you can call, look at movies, stream movies etc.
○ Value capture : the whole ecosystem around iPhone � Apple got their own
ecosystem
○ Zij hebben heel duidelijk het verschil begrepen tussen value creation & value
capture
WHAT is a business model?
● Business model is NOT the same as a business plan
● Business plan is numbers and figures
● Business model
○ How an organization creates value, delivers value and preserves value
○ All 3 things must be there!! Otherwise there will be a lack of value
● A business model describes the rationale of how an organization creates value,
delivers value 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
1
, for it?
Process innovation How do you keep the cost to do it all under
control?
Business model components?
● (1) Technology and services
● (2) Production, marketing and distribution channels
● (3) Production and marketing partners
○ Development cost model
○ Operational cost model
■ Marginal costs
● = costs you make to serve one extra customer
● a big deal in media -> marginal cost are lower nowadays (
Netflix = low & Video rental service = high )
● when Netflix has an extra customer → service costs
■ Economies of scale
● = cost per customer is going down when you grow as a
company
● = kosten per klant gaan omlaag als je als bedrijf groeit
■ Critical mass
● = a crucial stage in the development of a growing company.
● = the point at which the business becomes profitable enough
to continue growing by itself and no longer requires
investment from outsiders.
● (4) Value proposition
● (5) Customer segments
● (6) Payment channels
2
, ● (7) Revenue model
○ Audience development (user value, critical mass, community)
■ Readiness to pay
● Direct
● Indirect = reaching audiences
● Media is always a double sided business model!
■ Ease of payment
● = gemakkelijkheid om te betalen door klanten zoals
bijvoorbeeld Paypal, Apple pay etc.
■ Loyalty
● = je wil dat klanten bij jouw bedrijf blijven
Eco-system
● Espresso
○ Espresso cups only fits in Nespresso machines so customers have to buy only
from their company
○ Lock in strategy
○ You can only buy the cups in Nespresso shops or directly from Nespresso
○ Machines are cheap but the cups are expensive.
○ You can buy machines at dealers, but you can only buy cups in the stores of
Nespresso
3
, Business model canvas
● You can see if it was successful but you can’t see why, or change something. You can
not integrate something new.
Business model navigator
● More innovated model, you can change.
4
Introduction: why-what-how-where
Initiation (incl. Eco-system mapping and PEEST)
Evaluation (incl. Pimento and eulogy)
Ideation (Business Model Pattern Navigation)
Integration (incl. Risk analysis)
Implementation (incl. Reverse financials)
1. Introduction
WHY use a business model?
● Iphone market as example
○ Only 15% are Iphone users
○ Iphone is not the best technical phone
○ Iphone profit share
■ Apple gets 63% of all profits even when they only own 15% of the
market
■ Customer loyalty leads to willingness to pay
■ Whole ecosystem surrounding the phone itself (television, watch etc.)
■ Money spent on Itunes, apps etc. � extra money in their ecosystem by
services
○ Value creation : you can call, look at movies, stream movies etc.
○ Value capture : the whole ecosystem around iPhone � Apple got their own
ecosystem
○ Zij hebben heel duidelijk het verschil begrepen tussen value creation & value
capture
WHAT is a business model?
● Business model is NOT the same as a business plan
● Business plan is numbers and figures
● Business model
○ How an organization creates value, delivers value and preserves value
○ All 3 things must be there!! Otherwise there will be a lack of value
● A business model describes the rationale of how an organization creates value,
delivers value 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
1
, for it?
Process innovation How do you keep the cost to do it all under
control?
Business model components?
● (1) Technology and services
● (2) Production, marketing and distribution channels
● (3) Production and marketing partners
○ Development cost model
○ Operational cost model
■ Marginal costs
● = costs you make to serve one extra customer
● a big deal in media -> marginal cost are lower nowadays (
Netflix = low & Video rental service = high )
● when Netflix has an extra customer → service costs
■ Economies of scale
● = cost per customer is going down when you grow as a
company
● = kosten per klant gaan omlaag als je als bedrijf groeit
■ Critical mass
● = a crucial stage in the development of a growing company.
● = the point at which the business becomes profitable enough
to continue growing by itself and no longer requires
investment from outsiders.
● (4) Value proposition
● (5) Customer segments
● (6) Payment channels
2
, ● (7) Revenue model
○ Audience development (user value, critical mass, community)
■ Readiness to pay
● Direct
● Indirect = reaching audiences
● Media is always a double sided business model!
■ Ease of payment
● = gemakkelijkheid om te betalen door klanten zoals
bijvoorbeeld Paypal, Apple pay etc.
■ Loyalty
● = je wil dat klanten bij jouw bedrijf blijven
Eco-system
● Espresso
○ Espresso cups only fits in Nespresso machines so customers have to buy only
from their company
○ Lock in strategy
○ You can only buy the cups in Nespresso shops or directly from Nespresso
○ Machines are cheap but the cups are expensive.
○ You can buy machines at dealers, but you can only buy cups in the stores of
Nespresso
3
, Business model canvas
● You can see if it was successful but you can’t see why, or change something. You can
not integrate something new.
Business model navigator
● More innovated model, you can change.
4
