SlideShare una empresa de Scribd logo
1 de 83
Descargar para leer sin conexión
10
                                                                     New
                                                                     Business
                                                                     Models
                                                                     for this
                                                                     Decade  beta




TREND RESEARCH BY Trend Firm trendwatching.com
MARKET ANALYSIS BY Strategy Boutique Thaesis
BUSINESS MODEL DESIGN BY Strategy Consultant/Graphic Facilitator Ouke Arts
10 New Business Models for this Decade
1. Localized Low-Cost Business Model beta
2. One-Off Experience Business Model beta
3. Beyond Advertising Business Model        beta


4. Markets Are Conversations Business Model                beta


5. Low-Budget Innovation Business Model             beta


6. Community-Funded Business Model           beta


7. Sustainability-Focused Business Model            beta


8. Twisted Freemium Business Model     beta


9. Unlimited Niches Business Model   beta


10. In-Crowd Customers Business Model              beta
1
Localized Low-Cost

Business
Model
10 New Business Models for this Decade
Localized Low-Cost Business Model
Localized   Fast moving consumer goods companies looking for new market opportunities for their simple,
Low-Cost    small and cheap products are considering the localized low-cost business model.
Business
Model       In essence, this business model is suitable for standardized
            products and services with minimum specifications and lower
            customer expectations that can be locally produced and globally
            branded.

            This business model will only be successful if the following two conditions apply. The first one
            depends on significant market presence in metropolitan areas in mature markets. This condition
            allows companies to leverage on their achieved brand value in emerging markets. The second
            condition is that the product or service has income generation or self-sustaining features. This
            condition opens the door to lower incomes in emerging markets. Future market expansion is
            possible to both other areas in mature markets and higher incomes in emerging markets.


            The company's most important activities will be cost efficient procurement, marketing and quality
            management. Design is in the hands of local product and service designers and standardized
            production is outsourced to local producers. Likewise, energy efficient distribution is done through
            local vendors. Fast moving consumer goods companies will focus even more on maintaining and
            managing their brand portfolio. Their low cost structure, micro financed local activities and low
            prices plus high volumes will result in profitable growth of global market share.
Localized Low-Cost Business Model
    The Business Model Canvas                                                                                  most relevant for fast moving consumer goods companies
4                                                                                                                                                                                                                                                                                                                                                                                                   Day     Month   Year




                                                                                                                                                                                                                                                                                                                                                                                                          No.




     Key                                                                Key                                                      Value                                                                                Customer                                                                                                  Customer
     Partners                                                           Activities                                               Proposition                                                                          Relationships                                                                                             Segments

      Who are our Key Partners?                                         What Key Activities do our Value Propositions require?   What value do we deliver to the customer?                                             What type of relationship does each of our Customer                                                        For whom are we creating value?
                    Independent
      Who are our key suppliers?
      Which Key Resources are we acquiring from partners?
                                                                        Our Distribution Channels?
                                                                        Customer Relationships?
                                                                                                                                               Simple, small
                                                                                                                                 Which one of our customer’s problems are we helping to solve?
                                                                                                                                 What bundles of products and services are we offering to each Customer Segment?
                                                                                                                                                                                                                       Segments expect us to establish and maintain with them?
                                                                                                                                                                                                                       Which ones have we established?
                                                                                                                                                                                                                                                                                                                                                       Higher incomes
                                                                                                                                                                                                                                                                                                                                  Who are our most important customers?

      Which Key Activities do partners perform?                         Revenue streams? Cost efficient                           Which customer needs are we satisfying?                                               How are they integrated with the rest of our business model?
                   product/service                                                                                                              and cheap                                                              How costly are they?                                                                                                              in emerging
                                                                                         procurement
                      designers                                                                                                               product/service                                                                                                                                                                                              markets
                                                                                                                                                                                                                                         Lower
                                                                                                                                                                                                                                       customer
                                                                                                                                                                                                                                      expectations
                      Standardized                                                        Marketing                                                                                                                                                                                                                                                    Lower-incomes
                                                                                                                                                  Minimum
                       local micro                                                        and quality                                                                                                                                                                                                                                                   in emerging
                                                                                                                                                specifications
                        producers                                                        management                                                                                                                                                                                                                                                       markets



                                                                        KeyResources do ourCustomer Relationships?
                                                                        What Key
                                                                        Our Distribution Channels?
                                                                                                   Value Propositions require?                  Income                                                                Channelsour Customer Segments
                                                                                                                                                                                                                      Through which Channels do
                                                                                                                                                                                                                      want to be reached?
                                                                                                                                                                                                                                                                                                                                                       Metropolitan
                                                                        Resources
                                                                        Revenue Streams?
                                                                                                                                             generating/self-                                                          How are we reaching them now?
                                                                                                                                                                                                                       How are our Channels integrated?                                                                                                  areas in
                                                                                                                                                                                                                       Which ones work best?
                                                                                                                                               sustaining                                                              Which ones are most cost-efficient?
                                                                                                                                                                                                                       How are we integrating them with customer routines?                                                                            mature markets
                                                                                                                                                                                                                                  Energy efficient
                                                                                                    Brands                                                                                                                        distribution via
                                                                                                                                                                                                                                   local vendors
                                                                                                                                                                                                                                                                                                                                                      Other areas in
                                                                                                                                                                                                                                                                                                                                                      mature markets



     Cost                                                                                                                                                                  Revenue
     Structure costs inherent in our business model?
     What are the most important
     Which Key Resources are most expensive?                                                                                                                               Streams pay? really willing to pay?
                                                                                                                                                                           For what value are our customers
                                                                                                                                                                           For what do they currently
      Which Key Activities are most expensive?                                                                                                                              How are they currently paying?
                                                                                                                                                                            How would they prefer to pay?
                                                                                                    Micro financed                                                           How much does each Revenue Stream contribute to overall revenues?
                                                                                                                                                                                                                             Low prices x
                                                            Low costs                                local banks/
                                                                                                                                                                                                                             High volumes
                                                                                                     foundations

    Designer: Ouke Arts (ouke.arts@gmail.com)
                                                                                                                                                                                                                                                                                               This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
                                                                                                                                                                                                                                                                                                             To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
                                                                                                                                                                                                                                                                                      or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
le
    mp
Exa
Exa
      mp
         le
le
 xa mp
E
2
One-Off Experience

Business
Model
10 New Business Models for this Decade
One-Off Experience Business Model
One-Off      Big in popularity and unknown for their profit, many social media companies are searching for ways
Experience   to combine third party see-hear-buy products and services with their own ability to offer one-off
Business     experiences.
Model

             The One-Off Experience business model stands for a smart
             connection between customers in markets of abundance and their
             experience seeking equivalents.

             This business model will only live up to its expectations if social media companies team up with
             offline event organizers, offline pop-up stores and online retailers. Developing software and
             engaging in ongoing conversations with their users is simply not enough to do the trick. This
             business model offers unique experiences to customers at a given place during a specific event. The
             software platform on which its online communication channels come to life will spark the engine of
             experience seeking customers. By instant contributions from these customers then and there, the
             door to the larger experience consuming market share will be opened. Events will have to be
             combined with commercial opportunism. The social media experience remains free, relevant
             products and services will have to bought the old-fashioned way. With money that is.


             Commissions from both pop-up stores and instant online retailers will bring in the revenue. These
             have to compensate social media companies for high hosting costs and presence and findability
             costs. These costs tend to rise along the popularity of the social media platform. If this is not
             absorbed by a parallel growth in revenues, the business model will not be sustainable.
One-Off Experience Business Model
    The Business Model Canvas                                                                                         most relevant for social media companies
4                                                                                                                                                                                                                                                                                                                                                                                                Day     Month   Year




                                                                                                                                                                                                                                                                                                                                                                                                       No.




     Key                                                     Key                                                             Value                                                                                 Customer                                                                                                  Customer
     Partners                                                Activities                                                      Proposition                                                                           Relationships                                                                                             Segments

      Who are our Key Partners?                              What Key Activities do our Value Propositions require?           What value do we deliver to the customer?                                             What type of relationship does each of our Customer                                                        For whom are we creating value?
      Who are our key suppliers?
      Which Key Resources are we acquiring from partners?
                                                             Our Distribution Channels?
                                                             Customer Relationships?                                                          3rd party
                                                                                                                              Which one of our customer’s problems are we helping to solve?
                                                                                                                              What bundles of products and services are we offering to each Customer Segment?
                                                                                                                                                                                                                    Segments expect us to establish and maintain with them?
                                                                                                                                                                                                                    Which ones have we established?                                                                                                         Customers in
                                                                                                                                                                                                                                                                                                                               Who are our most important customers?

      Which Key Activities do partners perform?
                     Offline event                            Revenue streams?
                                                                                  Software                                    Which customer needs are we satisfying?                                                                     Instant
                                                                                                                                                                                                                    How are they integrated with the rest of our business model?
                                                                                                                                            see-hear-buy                                                            How costly are they?                                                                                                                     markets of
                      organizers                                                development                                                                                                                                             consuming
                                                                                                                                           product/service                                                                                                                                                                                                   abundance



                                                                               Conversation                                                                                                                                                                                                                                                                      Experience
                   Offline pop-up                                                                                                                 One-off                                                                                 Instant
                                                                               engagement                                                                                                                                                                                                                                                                         seeking
                    commerce                                                                                                                   experiences                                                                             contributing
                                                                               and initiative                                                                                                                                                                                                                                                                    customers


                                                             KeyResources do ourCustomer Relationships?
                                                             What Key
                                                             Our Distribution Channels?
                                                                                        Value Propositions require?                                                                                                Channelsour Customer Segments
                                                                                                                                                                                                                   Through which Channels do
                                                                                                                                                                                                                   want to be reached?

                  Online retailers                           Resources
                                                             Revenue Streams?                                                                                                                                       How are we reaching them now?
                                                                                                                                                                                                                    How are our Channels integrated?
                                                                                                                                                                                                                    Which ones work best?
                                                                                                                                                                                                                    Which ones are most cost-efficient?
                                                                                                                                                                                                                    How are we integrating them with customer routines?




                                                                                      Software                                                                                                                                                Online
                                                                                      platform                                                                                                                                               channels




     Cost                                                                                                                                                               Revenue
     Structure costs inherent in our business model?
     What are the most important
     Which Key Resources are most expensive?                                                                                                                            Streams pay? really willing to pay?
                                                                                                                                                                        For what value are our customers
                                                                                                                                                                        For what do they currently
      Which Key Activities are most expensive?                                                                                                                           How are they currently paying?
                                                                                                                                                                         How would they prefer to pay?
                                                                                Online                                                                                                                          Commissions
                                                                                                                                                                         How much does each Revenue Stream contribute to overall revenues?                                         Commissions
                                             Hosting costs                   presence and                                                                                                                         pop-up                                                           instant online
                                                                            findability costs                                                                                                                     commerce                                                               retail

    Designer: Ouke Arts (ouke.arts@gmail.com)
                                                                                                                                                                                                                                                                                            This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
                                                                                                                                                                                                                                                                                                          To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
                                                                                                                                                                                                                                                                                   or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
le
 xa mp
E
Exa
      mp
         le
le
 xa mp
E
3
Beyond Advertising

Business
Model
10 New Business Models for this Decade
Beyond Advertising Business Model
Beyond        Traditional media and print companies are looking for new revenue streams and have done so for
Advertising   some time. In the last decade, the number of subscribers has been declining and the market for
Business      advertisements has not performed much better. So what’s beyond the known horizon?
Model

              Traditional media and print companies need to shift from a business
              model based on advertisers telling subscribers what to buy to a
              business model based on facilitating both customers and partners in
              trust building and on-demand interacting.

              The business model for media and print companies remains two-sided but with two separate value
              propositions. It offers customers in mature markets, which are reached through customer initiated
              research, comparison and review, trusted product and service advice. These are shared with - and
              contributed by - commercial partners. Second, it offers individuals on-demand interaction with
              public partners, for example governments, schools and hospitals. Media and print companies will
              become great in facilitating individuals and groups in sharing, contributing and interacting.


              All communication will be channeled online and independent review portals complement media and
              print companies in building trusted customer relationships. Their cost structure will shift
              dramatically, from paper and distribution to content management and online facilitating. Revenues
              will be generated from facilitation fees paid by commercial and public partners, and commissions
              from product and service retailers. What’s beyond the known horizon? Facilitation is the answer.
Beyond Advertising Business Model
    The Business Model Canvas                                                                            most relevant for traditional media and print companies
4                                                                                                                                                                                                                                                                                                                                                                                                       Day     Month   Year




                                                                                                                                                                                                                                                                                                                                                                                                              No.




     Key                                                       Key                                                                   Value                                                                                Customer                                                                                                  Customer
     Partners                                                  Activities                                                            Proposition                                                                          Relationships                                                                                             Segments

      Who are our Key Partners?                                What Key Activities do our Value Propositions require?                What value do we deliver to the customer?                                             What type of relationship does each of our Customer                                                        For whom are we creating value?
      Who are our key suppliers?                               Our Distribution Channels?                                            Which one of our customer’s problems are we helping to solve?                         Segments expect us to establish and maintain with them?                                                    Who are our most important customers?
      Which Key Resources are we acquiring from partners?                         Facilitate
                                                               Customer Relationships?                                                               Trusted
                                                                                                                                     What bundles of products and services are we offering to each Customer Segment?                             Research,
                                                                                                                                                                                                                           Which ones have we established?                                                                                                           Customers in
                      Commercial
      Which Key Activities do partners perform?                Revenue streams?                                                      Which customer needs are we satisfying?                                               How are they integrated with the rest of our business model?
                                                                                                                                                                                                                           How costly are they?
                                                                                 sharing and                                                      product/service                                                                                compare,                                                                                                              mature
                       partners
                                                                                 contributing                                                         advice                                                                                      review                                                                                                               markets



                            Public                                                  Facilitate                                                        On-demand
                                                                                                                                                                                                                                                                                                                                                                            Individuals
                           partners                                                interacting                                                        interaction



                                                               KeyResources do ourCustomer Relationships?
                                                               What Key
                                                               Our Distribution Channels?
                                                                                          Value Propositions require?                                                                                                     Channelsour Customer Segments
                                                                                                                                                                                                                          Through which Channels do
                                                                                                                                                                                                                          want to be reached?
                                                                                                                                                                                                                                                                                                                                                                     Customers in
                  Review portals                               Resources
                                                               Revenue Streams?                                                                                                                                            How are we reaching them now?
                                                                                                                                                                                                                           How are our Channels integrated?                                                                                                           emerging
                                                                                                                                                                                                                           Which ones work best?
                                                                                                                                                                                                                           Which ones are most cost-efficient?
                                                                                                                                                                                                                           How are we integrating them with customer routines?
                                                                                                                                                                                                                                                                                                                                                                       markets

                                                                                  Facilitation                                                                                                                                                       Online
                                                                                    skills                                                                                                                                                          channels




     Cost                                                                                                                                                                      Revenue
     Structure costs inherent in our business model?
     What are the most important
     Which Key Resources are most expensive?                                                                                                                                   Streams pay? really willing to pay?
                                                                                                                                                                               For what value are our customers
                                                                                                                                                                               For what do they currently
      Which Key Activities are most expensive?                                                                                                                                  How are they currently paying?
                                                                                                                                                                                How would they prefer to pay?
                                                                                                                                                                                How much does each Revenue Stream contribute to overall revenues?

                                                              Content                                                    Online
                 Facilitators                               management                                                  findability                                                      Facilitation fees                                                   Commissions
                                                               costs                                                      costs

    Designer: Ouke Arts (ouke.arts@gmail.com)
                                                                                                                                                                                                                                                                                                   This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
                                                                                                                                                                                                                                                                                                                 To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
                                                                                                                                                                                                                                                                                          or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Exa
      mp
         le
le
 xa mp
E
Exa
      mp
         le
4
Markets Are Conversations

Business
Model
10 New Business Models for this Decade
Markets Are Conversations Business Model
Markets Are   Product-focused professional services firms are finite. Economic turmoil leads to severe pressure
Conversations on fees in business-to-business markets like consultancy, advocacy, accountancy and corporate
Business      finance. In times like these, it takes more than product development to stay in the game.
Model         Understanding that markets are not a static product of history and position, but a dynamic snap
              shot of conversations and interactions, is the first part towards new growth.


              For professional services firms, the difference will be made by
              converting non-engaged customers into engaged customers.
              Product development will be obsolete. It will be replaced by
              customer relations and conversations.

              By sharing modular and beta products and services with your current and future customers,
              companies and their customers interact and collaborate in ongoing conversations. Not only will
              customers find and follow companies in online social networks, it will be the other way around as
              well. Employees have always been an important resource for professional service firms, and this
              importance will be especially true for social media skilled employees.


              Professional services companies will need to become active with real-time tracking and conversion,
              with a little help from media partners. This will lead to ongoing product and service improvement
              and innovation, resulting in lower failure costs and higher recurrent revenues. An involved
              customer is a loyal customer.
Markets Are Conversations Business Model
    The Business Model Canvas                                                                                        most relevant for professional services companies
4                                                                                                                                                                                                                                                                                                                                                                                                 Day     Month   Year




                                                                                                                                                                                                                                                                                                                                                                                                        No.




     Key                                                    Key                                                                Value                                                                                Customer                                                                                                  Customer
     Partners                                               Activities                                                         Proposition                                                                          Relationships                                                                                             Segments

      Who are our Key Partners?                             What Key Activities do our Value Propositions require?             What value do we deliver to the customer?                                             What type of relationship does each of our Customer                                                        For whom are we creating value?
      Who are our key suppliers?                            Our Distribution Channels?                                         Which one of our customer’s problems are we helping to solve?                         Segments expect us to establish and maintain with them?                                                    Who are our most important customers?
      Which Key Resources are we acquiring from partners?                    Real-time
                                                            Customer Relationships?                                                           Modular and
                                                                                                                               What bundles of products and services are we offering to each Customer Segment?                        Find, follow,
                                                                                                                                                                                                                     Which ones have we established?
                         Media
      Which Key Activities do partners perform?             Revenue streams?                                                   Which customer needs are we satisfying?                                               How are they integrated with the rest of our business model?
                                                                                                                                                                                                                     How costly are they?                                                                                                                       Engaged
                                                                           tracking and                                                      beta products/                                                                           interact and
                       companies                                                                                                                                                                                                                                                                                                                               customers
                                                                            conversing                                                          services                                                                               collaborate


                                                                      Product/service
                                                                                                                                                                                                                                                                                                                                                       Non-engaged
                                                                       improvement
                                                                                                                                                                                                                                                                                                                                                        customers
                                                                      and innovation


                                                            KeyResources do ourCustomer Relationships?
                                                            What Key
                                                            Our Distribution Channels?
                                                                                       Value Propositions require?                                                                                                  Channelsour Customer Segments
                                                                                                                                                                                                                    Through which Channels do
                                                                                                                                                                                                                    want to be reached?
                                                            Resources
                                                            Revenue Streams?                                                                                                                                         How are we reaching them now?
                                                                                                                                                                                                                     How are our Channels integrated?
                                                                                                                                                                                                                     Which ones work best?
                                                                                                                                                                                                                     Which ones are most cost-efficient?
                                                                                                                                                                                                                     How are we integrating them with customer routines?



                                                                          Social media
                                                                                                                                                                                                                                     Online social
                                                                             skilled
                                                                                                                                                                                                                                      networks
                                                                           employees




     Cost                                                                                                                                                                Revenue
     Structure costs inherent in our business model?
     What are the most important
     Which Key Resources are most expensive?                                                                                                                             Streams pay? really willing to pay?
                                                                                                                                                                         For what value are our customers
                                                                                                                                                                         For what do they currently
      Which Key Activities are most expensive?                                                                                                                            How are they currently paying?
                                                                                                                                                                          How would they prefer to pay?
                                                                       Lower product/                                                                                     How much does each Revenue Stream contribute to overall revenues?Higher
                                                                       service failure                                                                                                                                                    recurrent
                                                                           costs                                                                                                                                                          revenues


    Designer: Ouke Arts (ouke.arts@gmail.com)
                                                                                                                                                                                                                                                                                             This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
                                                                                                                                                                                                                                                                                                           To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
                                                                                                                                                                                                                                                                                    or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
le
 xa mp
E
Exa
      mp
         le
le
 xa mp
E
5
Low-Budget Innovation

Business
Model
10 New Business Models for this Decade
Low-Budget Innovation Business Model
Low-Budget Innovation in fast moving consumer goods companies used to mean bringing in the creative talents,
Innovation   the marketeers and the producers who started searching for possibilities to develop new products.
Business     For executives, there was nothing left but to hope for the best. Those days are over now that’s
Model        co-creation is introduced. Innovation has become something companies can do with their
             customers, instead of to them.


             Based on customer observation and customer participation, fast
             moving consumer goods companies develop co-created products
             that are improved by early adopters with sample tests.

             Early adopters are connected to the much larger market share of followers. Although co-creation
             can take place in off-line development labs, connectivity between adopters and followers is almost
             exclusively taking place through online channels. Online is also where local customer communities
             and global trend trackers meet.


             Fast moving consumer goods companies need to become specialists in customer behaviour, in
             traditional consumption patterns, but more and more in social and individual lifestyle patterns as
             well. In a low-budget innovation business model, fast moving consumer goods companies are able
             to achieve a higher new product success rate with lower budget development costs. Now that’s
             called low-budget innovation.
Low-Budget Innovation Business Model
    The Business Model Canvas                                                                            most relevant for fast moving consumer goods companies
4                                                                                                                                                                                                                                                                                                                                                                                        Day     Month   Year




                                                                                                                                                                                                                                                                                                                                                                                               No.




     Key                                                    Key                                                       Value                                                                                Customer                                                                                                  Customer
     Partners                                               Activities                                                Proposition                                                                          Relationships                                                                                             Segments

      Who are our Key Partners?                             What Key Activities do our Value Propositions require?    What value do we deliver to the customer?                                             What type of relationship does each of our Customer                                                        For whom are we creating value?
      Who are our key suppliers?                            Our Distribution Channels?                                Which one of our customer’s problems are we helping to solve?                         Segments expect us to establish and maintain with them?                                                    Who are our most important customers?
      Which Key Resources are we acquiring from partners?   Customer Relationships?                                   What bundles of products and services are we offering to each Customer Segment?                           Free /
                                                                                                                                                                                                            Which ones have we established?
                  Local customer
      Which Key Activities do partners perform?             Revenue streams?
                                                                               Customer                                                  Co-created
                                                                                                                      Which customer needs are we satisfying?                                               How are they integrated with the rest of our business model?
                                                                                                                                                                                                            How costly are they?
                                                                                                                                                                                                                             personalized                                                                                                        Early adopters
                   communities                                                observation                                                 products
                                                                                                                                                                                                                               samples



                      Global trend                                            Customer
                                                                                                                                                                                                                                                                                                                                                            Followers
                        trackers                                             participation



                                                            KeyResources do ourCustomer Relationships?
                                                            What Key
                                                            Our Distribution Channels?
                                                                                       Value Propositions require?                                                                                         Channelsour Customer Segments
                                                                                                                                                                                                           Through which Channels do
                                                                                                                                                                                                           want to be reached?
                                                            Resources
                                                            Revenue Streams?                                                                                                                                How are we reaching them now?
                                                                                                                                                                                                            How are our Channels integrated?
                                                                                                                                                                                                            Which ones work best?
                                                                                                                                                                                                            Which ones are most cost-efficient?
                                                                                                                                                                                                            How are we integrating them with customer routines?


                                                                                Customer                                                                                                                                                                        Offline
                                                                                                                                                                                                    Online
                                                                                 behavior                                                                                                                                                                    development
                                                                                                                                                                                                   channels
                                                                               intelligence                                                                                                                                                                      labs




     Cost                                                                                                                                                       Revenue
     Structure costs inherent in our business model?
     What are the most important
     Which Key Resources are most expensive?                                                                                                                    Streams pay? really willing to pay?
                                                                                                                                                                For what value are our customers
                                                                                                                                                                For what do they currently
      Which Key Activities are most expensive?                                                                                                                   How are they currently paying?
                                                                                                                                                                 How would they prefer to pay?
                                                                                                                                                                 How much does each Revenue Stream contribute to overall revenues?
                                                                        Lower product                                                                                                                                         Higher new
                                                                         development                                                                                                                                            product
                                                                            costs                                                                                                                                            success rate

    Designer: Ouke Arts (ouke.arts@gmail.com)
                                                                                                                                                                                                                                                                                    This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
                                                                                                                                                                                                                                                                                                  To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
                                                                                                                                                                                                                                                                           or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
le
 xa mp
E
Exa
      mp
         le
le
 xa mp
E
6
Community-Funded

Business
Model
10 New Business Models for this Decade
Community-Funded Business Model
Community   Entertainment- and publishing companies have traditionally been specifically good at talent
Funded      identification and development. In a community-funded business model, talent identification and
Business    talent development are radically democratized.
Model

            Instead of talent identification and development, entertainment and
            publishing companies become exceptionally good at fund and
            community management. The most essential resource in this
            business model is the intelligence of a community.

            In this multisided business model, their are three distinctive customer segments: believers,
            suppliers and buyers. Believers become members through the online community platform and fund
            products that are produced by suppliers. These products can be visual, auditory or textual and are
            bought by buyers. Believers can be buyers can be suppliers and the other way around. Fysical
            products are distributed through retail stores, digital products through the online community
            platform.


            To boost product sales, entertainment and publishing companies partner with media companies,
            professional producers and distributors. This means marketing, production and distribution costs
            have to be covered by interest and supplier subscriptions next to product sales. This business
            model has a different tipping point in different markets.
Community-Funded Business Model
    The Business Model Canvas                                                                           most relevant for entertainment and publishing companies
4                                                                                                                                                                                                                                                                                                                                                                                             Day     Month   Year




                                                                                                                                                                                                                                                                                                                                                                                                    No.




     Key                                                    Key                                                           Value                                                                                 Customer                                                                                                  Customer
     Partners                                               Activities                                                    Proposition                                                                           Relationships                                                                                             Segments

      Who are our Key Partners?                             What Key Activities do our Value Propositions require?         What value do we deliver to the customer?                                             What type of relationship does each of our Customer                                                        For whom are we creating value?
      Who are our key suppliers?                            Our Distribution Channels?                                     Which one of our customer’s problems are we helping to solve?                         Segments expect us to establish and maintain with them?                                                    Who are our most important customers?
      Which Key Resources are we acquiring from partners?   Customer Relationships?                                                         Community-
                                                                                                                           What bundles of products and services are we offering to each Customer Segment?       Which ones have we established?
                          Media
      Which Key Activities do partners perform?             Revenue streams?
                                                                               Fund                                        Which customer needs are we satisfying?
                                                                                                                                                                                                                                   Community
                                                                                                                                                                                                                 How are they integrated with the rest of our business model?
                                                                                                                                                                                                                 How costly are they?
                                                                                                                                              funded                                                                                                                                                                                                               Believers
                        companies                                           management                                                                                                                                             membership
                                                                                                                                             products



                                                                            Community
                         Producers                                                                                                                                                                                                                                                                                                                               Suppliers
                                                                            management



                                                            KeyResources do ourCustomer Relationships?
                                                            What Key
                                                            Our Distribution Channels?
                                                                                       Value Propositions require?                                                                                              Channelsour Customer Segments
                                                                                                                                                                                                                Through which Channels do
                                                                                                                                                                                                                want to be reached?
                                                            Resources
                                                            Revenue Streams?                                                                                                                                     How are we reaching them now?                                                                                                                         Buyers
                       Distributors                                                                                                                                                                              How are our Channels integrated?
                                                                                                                                                                                                                 Which ones work best?
                                                                                                                                                                                                                 Which ones are most cost-efficient?
                                                                                                                                                                                                                 How are we integrating them with customer routines?




                                                                                                                                                                                                       Online
                                                                               Community
                                                                                                                                                                                                     community                                                    Retail stores
                                                                               intelligence
                                                                                                                                                                                                      platform



     Cost                                                                                                                                                            Revenue
     Structure costs inherent in our business model?
     What are the most important
     Which Key Resources are most expensive?                                                                                                                         Streams pay? really willing to pay?
                                                                                                                                                                     For what value are our customers
                                                                                                                                                                     For what do they currently
      Which Key Activities are most expensive?                                                                                                                        How are they currently paying?
                                                                                                                                                                      How would they prefer to pay?
                                                                                                                                                                      How much does each Revenue Stream contribute to overall revenues?


                                       Marketing                     Production                                      Distribution                                                                                                                                                                                                                                             Supplier
                                                                                                                                                                                                       Product sales                                                            Interest
                                        costs                          costs                                            costs                                                                                                                                                                                                                                               subscriptions

    Designer: Ouke Arts (ouke.arts@gmail.com)
                                                                                                                                                                                                                                                                                         This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
                                                                                                                                                                                                                                                                                                       To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
                                                                                                                                                                                                                                                                                or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
le
 xa mp
E
Exa
      mp
         le
le
 xa mp
E
7
Sustainability-Focused

Business
Model
10 New Business Models for this Decade
Sustainability-Focused Business Model
Sustain-   If green status is what customers want, that’s what they’ll get. Fast moving consumer goods
ability    companies are creating new products and services for customers in mature and emerging markets
Focused    by focusing on sustainability.
Business
Model      Fast moving consumer goods companies that are serious about
           sustainability research the ecological impact of their products and
           services. Facts are needed for research-based green marketing
           while creativity and locality is needed for green storytelling.

           Brand defining employees and green marketeers work together with product and service designers,
           ecological organizations and governments. These research and marketing efforts demand a
           sustainable premium on traditional low-cost prices. When the market response is insufficient,
           governments can provide grants for sustainability-focused companies. Customers are reached
           through regular channels such as retail stores. The relationship between company and customer is
           based on green storytelling: individualized, personal and local context are integrated in customer
           relationship management.


           This business model will be more successful if fast moving consumer companies are active in both
           mature and emerging markets. Given the lead in green ambitions in mature markets, market
           presence in these markets allows companies to leverage on their achieved brand value in emerging
           markets.
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade
10 New Business Models for this Decade

Más contenido relacionado

La actualidad más candente

Introduction To Consulting Slides
Introduction To Consulting SlidesIntroduction To Consulting Slides
Introduction To Consulting SlidesJoe O'Mahoney
 
Product Management Roles - Briefly Explained
Product Management Roles - Briefly ExplainedProduct Management Roles - Briefly Explained
Product Management Roles - Briefly ExplainedBrainmates Pty Limited
 
Sales Strategy and Plan Template in Powerpoint | By ex-McKinsey Consultants
Sales Strategy and Plan Template in Powerpoint | By ex-McKinsey ConsultantsSales Strategy and Plan Template in Powerpoint | By ex-McKinsey Consultants
Sales Strategy and Plan Template in Powerpoint | By ex-McKinsey ConsultantsAurelien Domont, MBA
 
The Real World: ABM - 5 Lessons Learned
The Real World: ABM - 5 Lessons LearnedThe Real World: ABM - 5 Lessons Learned
The Real World: ABM - 5 Lessons LearnedDemandbase
 
How to start and run consulting firm fast and efficiently
How to start and run consulting firm fast and efficientlyHow to start and run consulting firm fast and efficiently
How to start and run consulting firm fast and efficientlyAsen Gyczew
 
An Insider's Guide to Building a Successful Consulting Practice
An Insider's Guide to Building a Successful Consulting PracticeAn Insider's Guide to Building a Successful Consulting Practice
An Insider's Guide to Building a Successful Consulting PracticeBusiness Book Summaries
 
Introduction to Business Model Canvas
Introduction to Business Model CanvasIntroduction to Business Model Canvas
Introduction to Business Model CanvasLuis Erazo
 
Digital Transformation Strategy and Plan Template
Digital Transformation Strategy and Plan TemplateDigital Transformation Strategy and Plan Template
Digital Transformation Strategy and Plan TemplateAurelien Domont, MBA
 
MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value thr...
MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value thr...MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value thr...
MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value thr...EY
 
Poland 2025 McKinsey & Company
Poland 2025 McKinsey & CompanyPoland 2025 McKinsey & Company
Poland 2025 McKinsey & CompanyFRACTAL GROUP
 
Unleashing Competitiveness on the Cloud Continuum | Accenture
Unleashing Competitiveness on the Cloud Continuum | AccentureUnleashing Competitiveness on the Cloud Continuum | Accenture
Unleashing Competitiveness on the Cloud Continuum | Accentureaccenture
 
How fit is your capital allocation strategy?
How fit is your capital allocation strategy? How fit is your capital allocation strategy?
How fit is your capital allocation strategy? EY
 
Technology adoption patterns & trends - 2019 and beyond
Technology adoption patterns & trends - 2019 and beyondTechnology adoption patterns & trends - 2019 and beyond
Technology adoption patterns & trends - 2019 and beyondSwarraj Kulkarni
 
Sales, Marketing and Communication Strategy Toolkit
Sales, Marketing and Communication Strategy Toolkit Sales, Marketing and Communication Strategy Toolkit
Sales, Marketing and Communication Strategy Toolkit Aurelien Domont, MBA
 
18th Annual Global CEO Survey - Technology industry key findings
18th Annual Global CEO Survey - Technology industry key findings18th Annual Global CEO Survey - Technology industry key findings
18th Annual Global CEO Survey - Technology industry key findingsPwC
 
Fueling the Energy Future
Fueling the Energy FutureFueling the Energy Future
Fueling the Energy Futureaccenture
 
The experience is the product (for Mind The Product 2016)
The experience is the product (for Mind The Product 2016)The experience is the product (for Mind The Product 2016)
The experience is the product (for Mind The Product 2016)Peter Merholz
 
Financial Modelling Course including an Excel Financial Model Template
Financial Modelling Course including an Excel Financial Model TemplateFinancial Modelling Course including an Excel Financial Model Template
Financial Modelling Course including an Excel Financial Model TemplateAurelien Domont, MBA
 
Strategy Study 2014 | A.T. Kearney
Strategy Study 2014 | A.T. KearneyStrategy Study 2014 | A.T. Kearney
Strategy Study 2014 | A.T. KearneyKearney
 

La actualidad más candente (20)

Introduction To Consulting Slides
Introduction To Consulting SlidesIntroduction To Consulting Slides
Introduction To Consulting Slides
 
Product Management Roles - Briefly Explained
Product Management Roles - Briefly ExplainedProduct Management Roles - Briefly Explained
Product Management Roles - Briefly Explained
 
Sales Strategy and Plan Template in Powerpoint | By ex-McKinsey Consultants
Sales Strategy and Plan Template in Powerpoint | By ex-McKinsey ConsultantsSales Strategy and Plan Template in Powerpoint | By ex-McKinsey Consultants
Sales Strategy and Plan Template in Powerpoint | By ex-McKinsey Consultants
 
Innovation at 50x 031616
Innovation at 50x 031616Innovation at 50x 031616
Innovation at 50x 031616
 
The Real World: ABM - 5 Lessons Learned
The Real World: ABM - 5 Lessons LearnedThe Real World: ABM - 5 Lessons Learned
The Real World: ABM - 5 Lessons Learned
 
How to start and run consulting firm fast and efficiently
How to start and run consulting firm fast and efficientlyHow to start and run consulting firm fast and efficiently
How to start and run consulting firm fast and efficiently
 
An Insider's Guide to Building a Successful Consulting Practice
An Insider's Guide to Building a Successful Consulting PracticeAn Insider's Guide to Building a Successful Consulting Practice
An Insider's Guide to Building a Successful Consulting Practice
 
Introduction to Business Model Canvas
Introduction to Business Model CanvasIntroduction to Business Model Canvas
Introduction to Business Model Canvas
 
Digital Transformation Strategy and Plan Template
Digital Transformation Strategy and Plan TemplateDigital Transformation Strategy and Plan Template
Digital Transformation Strategy and Plan Template
 
MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value thr...
MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value thr...MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value thr...
MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value thr...
 
Poland 2025 McKinsey & Company
Poland 2025 McKinsey & CompanyPoland 2025 McKinsey & Company
Poland 2025 McKinsey & Company
 
Unleashing Competitiveness on the Cloud Continuum | Accenture
Unleashing Competitiveness on the Cloud Continuum | AccentureUnleashing Competitiveness on the Cloud Continuum | Accenture
Unleashing Competitiveness on the Cloud Continuum | Accenture
 
How fit is your capital allocation strategy?
How fit is your capital allocation strategy? How fit is your capital allocation strategy?
How fit is your capital allocation strategy?
 
Technology adoption patterns & trends - 2019 and beyond
Technology adoption patterns & trends - 2019 and beyondTechnology adoption patterns & trends - 2019 and beyond
Technology adoption patterns & trends - 2019 and beyond
 
Sales, Marketing and Communication Strategy Toolkit
Sales, Marketing and Communication Strategy Toolkit Sales, Marketing and Communication Strategy Toolkit
Sales, Marketing and Communication Strategy Toolkit
 
18th Annual Global CEO Survey - Technology industry key findings
18th Annual Global CEO Survey - Technology industry key findings18th Annual Global CEO Survey - Technology industry key findings
18th Annual Global CEO Survey - Technology industry key findings
 
Fueling the Energy Future
Fueling the Energy FutureFueling the Energy Future
Fueling the Energy Future
 
The experience is the product (for Mind The Product 2016)
The experience is the product (for Mind The Product 2016)The experience is the product (for Mind The Product 2016)
The experience is the product (for Mind The Product 2016)
 
Financial Modelling Course including an Excel Financial Model Template
Financial Modelling Course including an Excel Financial Model TemplateFinancial Modelling Course including an Excel Financial Model Template
Financial Modelling Course including an Excel Financial Model Template
 
Strategy Study 2014 | A.T. Kearney
Strategy Study 2014 | A.T. KearneyStrategy Study 2014 | A.T. Kearney
Strategy Study 2014 | A.T. Kearney
 

Destacado

How to choose the right business model? by @boardofinno - @nickdemey
How to choose the right business model? by @boardofinno - @nickdemeyHow to choose the right business model? by @boardofinno - @nickdemey
How to choose the right business model? by @boardofinno - @nickdemeyBoard of Innovation
 
Business Models, Open Collaboration, and Open Source Software Development
Business Models, Open Collaboration, and Open Source Software DevelopmentBusiness Models, Open Collaboration, and Open Source Software Development
Business Models, Open Collaboration, and Open Source Software DevelopmentCity Unrulyversity
 
Emerging distribution models
Emerging distribution modelsEmerging distribution models
Emerging distribution modelsBrahm Sharma
 
Web-based business models in 2013
Web-based business models in 2013Web-based business models in 2013
Web-based business models in 2013Eduardo Larrain
 
web 3.0 this time its personal
web 3.0 this time its personalweb 3.0 this time its personal
web 3.0 this time its personalJenny Williams
 
Marketing 3.0 Chap 10 - OmniChannel Marketing
Marketing 3.0 Chap 10 - OmniChannel MarketingMarketing 3.0 Chap 10 - OmniChannel Marketing
Marketing 3.0 Chap 10 - OmniChannel MarketingRichard D. Vinas, MBA
 
Auditing Your Agency's Business Model
Auditing Your Agency's Business ModelAuditing Your Agency's Business Model
Auditing Your Agency's Business ModelTim Williams
 
Business model marketing course 1
Business model marketing course 1Business model marketing course 1
Business model marketing course 1John Verhoeven
 
Business model marketing course 4
Business model marketing course 4Business model marketing course 4
Business model marketing course 4John Verhoeven
 
Synotac Lunch and Learn: Using the Business Model Canvas
Synotac Lunch and Learn: Using the Business Model CanvasSynotac Lunch and Learn: Using the Business Model Canvas
Synotac Lunch and Learn: Using the Business Model CanvasPixelSpoke
 
Hotel Management Innovation
Hotel Management InnovationHotel Management Innovation
Hotel Management InnovationHotel innovador
 
Σταμάτη Bαΐα-Διπλωματική Εργασία
Σταμάτη Bαΐα-Διπλωματική ΕργασίαΣταμάτη Bαΐα-Διπλωματική Εργασία
Σταμάτη Bαΐα-Διπλωματική ΕργασίαVayia Stamati
 
Types of e commerce
Types of e commerceTypes of e commerce
Types of e commerceSartaj
 
Business plan – market approach
Business plan – market approachBusiness plan – market approach
Business plan – market approachp
 
Durex Re Launch Strategy New Media.
Durex Re Launch Strategy   New Media.Durex Re Launch Strategy   New Media.
Durex Re Launch Strategy New Media.guest519daf2
 

Destacado (20)

What Is A Business Model
What Is A Business ModelWhat Is A Business Model
What Is A Business Model
 
How to choose the right business model? by @boardofinno - @nickdemey
How to choose the right business model? by @boardofinno - @nickdemeyHow to choose the right business model? by @boardofinno - @nickdemey
How to choose the right business model? by @boardofinno - @nickdemey
 
Business Models, Open Collaboration, and Open Source Software Development
Business Models, Open Collaboration, and Open Source Software DevelopmentBusiness Models, Open Collaboration, and Open Source Software Development
Business Models, Open Collaboration, and Open Source Software Development
 
Emerging distribution models
Emerging distribution modelsEmerging distribution models
Emerging distribution models
 
Web-based business models in 2013
Web-based business models in 2013Web-based business models in 2013
Web-based business models in 2013
 
web 3.0 this time its personal
web 3.0 this time its personalweb 3.0 this time its personal
web 3.0 this time its personal
 
Marketing 3.0 Chap 10 - OmniChannel Marketing
Marketing 3.0 Chap 10 - OmniChannel MarketingMarketing 3.0 Chap 10 - OmniChannel Marketing
Marketing 3.0 Chap 10 - OmniChannel Marketing
 
Auditing Your Agency's Business Model
Auditing Your Agency's Business ModelAuditing Your Agency's Business Model
Auditing Your Agency's Business Model
 
Business model marketing course 1
Business model marketing course 1Business model marketing course 1
Business model marketing course 1
 
Business model marketing course 4
Business model marketing course 4Business model marketing course 4
Business model marketing course 4
 
Marketing 3.0
Marketing 3.0Marketing 3.0
Marketing 3.0
 
Synotac Lunch and Learn: Using the Business Model Canvas
Synotac Lunch and Learn: Using the Business Model CanvasSynotac Lunch and Learn: Using the Business Model Canvas
Synotac Lunch and Learn: Using the Business Model Canvas
 
Starwood Costa Navarino MICE_GR
Starwood Costa Navarino MICE_GRStarwood Costa Navarino MICE_GR
Starwood Costa Navarino MICE_GR
 
Hotel Management Innovation
Hotel Management InnovationHotel Management Innovation
Hotel Management Innovation
 
Σταμάτη Bαΐα-Διπλωματική Εργασία
Σταμάτη Bαΐα-Διπλωματική ΕργασίαΣταμάτη Bαΐα-Διπλωματική Εργασία
Σταμάτη Bαΐα-Διπλωματική Εργασία
 
Hilton eTools
Hilton eToolsHilton eTools
Hilton eTools
 
e-Business
e-Businesse-Business
e-Business
 
Types of e commerce
Types of e commerceTypes of e commerce
Types of e commerce
 
Business plan – market approach
Business plan – market approachBusiness plan – market approach
Business plan – market approach
 
Durex Re Launch Strategy New Media.
Durex Re Launch Strategy   New Media.Durex Re Launch Strategy   New Media.
Durex Re Launch Strategy New Media.
 

Similar a 10 New Business Models for this Decade

10 Business Models of Our Time (beta)
10 Business Models of Our Time (beta)10 Business Models of Our Time (beta)
10 Business Models of Our Time (beta)Ouke Arts
 
Lean startup la recette des startups à succès
Lean startup   la recette des startups à succèsLean startup   la recette des startups à succès
Lean startup la recette des startups à succèsPeople in action
 
Lean Canvas Process and Examples
Lean Canvas Process and ExamplesLean Canvas Process and Examples
Lean Canvas Process and Examplesde-pe
 
Business Model Canvas
Business Model CanvasBusiness Model Canvas
Business Model CanvasStephen Dann
 
Lean Startup Essentials - STARTup Live Graz
Lean Startup Essentials - STARTup Live GrazLean Startup Essentials - STARTup Live Graz
Lean Startup Essentials - STARTup Live GrazLukas Fittl
 
Lean Startup Essentials - STARTup Live Hagenberg
Lean Startup Essentials - STARTup Live HagenbergLean Startup Essentials - STARTup Live Hagenberg
Lean Startup Essentials - STARTup Live HagenbergLukas Fittl
 
Lecture on Business Model Generation @ Zeppelin University
Lecture on Business Model Generation @ Zeppelin UniversityLecture on Business Model Generation @ Zeppelin University
Lecture on Business Model Generation @ Zeppelin UniversitySebastian Fittko
 
Francesco Trucchia: Business model canvas
Francesco Trucchia: Business model canvasFrancesco Trucchia: Business model canvas
Francesco Trucchia: Business model canvasMarcheIN
 
Leanstartup introduction
Leanstartup introductionLeanstartup introduction
Leanstartup introductionFirmhouse
 
Introduction to Entrepreneurial Management - Entrepreneurship 101 (2012/2013)
Introduction to Entrepreneurial Management  - Entrepreneurship 101 (2012/2013)Introduction to Entrepreneurial Management  - Entrepreneurship 101 (2012/2013)
Introduction to Entrepreneurial Management - Entrepreneurship 101 (2012/2013)MaRS Discovery District
 
First, Let's Kill All the Designers
First, Let's Kill All the DesignersFirst, Let's Kill All the Designers
First, Let's Kill All the DesignersMichael Dila
 
Alcor 10 blocks model
Alcor 10 blocks modelAlcor 10 blocks model
Alcor 10 blocks modelArvind Goshal
 
Diseña una empresa
Diseña una empresaDiseña una empresa
Diseña una empresaAbel Muíño
 
Reframing A in MBA
Reframing A in MBAReframing A in MBA
Reframing A in MBAFrits Oukes
 
Service in the Industry is not a Product Feature but a Business Model
Service in the Industry is not a Product Feature but a Business ModelService in the Industry is not a Product Feature but a Business Model
Service in the Industry is not a Product Feature but a Business ModelOuke Arts
 

Similar a 10 New Business Models for this Decade (20)

10 Business Models of Our Time (beta)
10 Business Models of Our Time (beta)10 Business Models of Our Time (beta)
10 Business Models of Our Time (beta)
 
Business model canvas kennsla isk
Business model canvas kennsla iskBusiness model canvas kennsla isk
Business model canvas kennsla isk
 
Business model canvas_general
Business model canvas_generalBusiness model canvas_general
Business model canvas_general
 
Lean startup la recette des startups à succès
Lean startup   la recette des startups à succèsLean startup   la recette des startups à succès
Lean startup la recette des startups à succès
 
Lean Canvas Process and Examples
Lean Canvas Process and ExamplesLean Canvas Process and Examples
Lean Canvas Process and Examples
 
Business Model Canvas
Business Model CanvasBusiness Model Canvas
Business Model Canvas
 
Lean Startup Essentials - STARTup Live Graz
Lean Startup Essentials - STARTup Live GrazLean Startup Essentials - STARTup Live Graz
Lean Startup Essentials - STARTup Live Graz
 
Lean Startup Essentials - STARTup Live Hagenberg
Lean Startup Essentials - STARTup Live HagenbergLean Startup Essentials - STARTup Live Hagenberg
Lean Startup Essentials - STARTup Live Hagenberg
 
Business modelsmaaliskuu
Business modelsmaaliskuuBusiness modelsmaaliskuu
Business modelsmaaliskuu
 
Lecture on Business Model Generation @ Zeppelin University
Lecture on Business Model Generation @ Zeppelin UniversityLecture on Business Model Generation @ Zeppelin University
Lecture on Business Model Generation @ Zeppelin University
 
Francesco Trucchia: Business model canvas
Francesco Trucchia: Business model canvasFrancesco Trucchia: Business model canvas
Francesco Trucchia: Business model canvas
 
Leanstartup introduction
Leanstartup introductionLeanstartup introduction
Leanstartup introduction
 
Introduction to Entrepreneurial Management - Entrepreneurship 101 (2012/2013)
Introduction to Entrepreneurial Management  - Entrepreneurship 101 (2012/2013)Introduction to Entrepreneurial Management  - Entrepreneurship 101 (2012/2013)
Introduction to Entrepreneurial Management - Entrepreneurship 101 (2012/2013)
 
First, Let's Kill All the Designers
First, Let's Kill All the DesignersFirst, Let's Kill All the Designers
First, Let's Kill All the Designers
 
Alcor 10 blocks model
Alcor 10 blocks modelAlcor 10 blocks model
Alcor 10 blocks model
 
Diseña una empresa
Diseña una empresaDiseña una empresa
Diseña una empresa
 
Make It! (3/6)
Make It! (3/6)Make It! (3/6)
Make It! (3/6)
 
Reframing A in MBA
Reframing A in MBAReframing A in MBA
Reframing A in MBA
 
Bm innovation+incubation jan 2012
Bm innovation+incubation jan 2012Bm innovation+incubation jan 2012
Bm innovation+incubation jan 2012
 
Service in the Industry is not a Product Feature but a Business Model
Service in the Industry is not a Product Feature but a Business ModelService in the Industry is not a Product Feature but a Business Model
Service in the Industry is not a Product Feature but a Business Model
 

Más de Ouke Arts

Disruptive Growth
Disruptive GrowthDisruptive Growth
Disruptive GrowthOuke Arts
 
10 Disruptive Business Models
10 Disruptive Business Models10 Disruptive Business Models
10 Disruptive Business ModelsOuke Arts
 
How to restrategize your company in an economic crisis - updated and expanded
How to restrategize your company in an economic crisis - updated and expandedHow to restrategize your company in an economic crisis - updated and expanded
How to restrategize your company in an economic crisis - updated and expandedOuke Arts
 
Methoden en technieken van organisatieadvies
Methoden en technieken van organisatieadvies Methoden en technieken van organisatieadvies
Methoden en technieken van organisatieadvies Ouke Arts
 
Restrategize methodology
Restrategize methodologyRestrategize methodology
Restrategize methodologyOuke Arts
 
How to restrategize your company in an economic crisis.
How to restrategize your company in an economic crisis.How to restrategize your company in an economic crisis.
How to restrategize your company in an economic crisis.Ouke Arts
 
Restrategize
RestrategizeRestrategize
RestrategizeOuke Arts
 

Más de Ouke Arts (7)

Disruptive Growth
Disruptive GrowthDisruptive Growth
Disruptive Growth
 
10 Disruptive Business Models
10 Disruptive Business Models10 Disruptive Business Models
10 Disruptive Business Models
 
How to restrategize your company in an economic crisis - updated and expanded
How to restrategize your company in an economic crisis - updated and expandedHow to restrategize your company in an economic crisis - updated and expanded
How to restrategize your company in an economic crisis - updated and expanded
 
Methoden en technieken van organisatieadvies
Methoden en technieken van organisatieadvies Methoden en technieken van organisatieadvies
Methoden en technieken van organisatieadvies
 
Restrategize methodology
Restrategize methodologyRestrategize methodology
Restrategize methodology
 
How to restrategize your company in an economic crisis.
How to restrategize your company in an economic crisis.How to restrategize your company in an economic crisis.
How to restrategize your company in an economic crisis.
 
Restrategize
RestrategizeRestrategize
Restrategize
 

Último

Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 

Último (20)

Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 

10 New Business Models for this Decade

  • 1. 10 New Business Models for this Decade beta TREND RESEARCH BY Trend Firm trendwatching.com MARKET ANALYSIS BY Strategy Boutique Thaesis BUSINESS MODEL DESIGN BY Strategy Consultant/Graphic Facilitator Ouke Arts
  • 2. 10 New Business Models for this Decade 1. Localized Low-Cost Business Model beta 2. One-Off Experience Business Model beta 3. Beyond Advertising Business Model beta 4. Markets Are Conversations Business Model beta 5. Low-Budget Innovation Business Model beta 6. Community-Funded Business Model beta 7. Sustainability-Focused Business Model beta 8. Twisted Freemium Business Model beta 9. Unlimited Niches Business Model beta 10. In-Crowd Customers Business Model beta
  • 6. Localized Fast moving consumer goods companies looking for new market opportunities for their simple, Low-Cost small and cheap products are considering the localized low-cost business model. Business Model In essence, this business model is suitable for standardized products and services with minimum specifications and lower customer expectations that can be locally produced and globally branded. This business model will only be successful if the following two conditions apply. The first one depends on significant market presence in metropolitan areas in mature markets. This condition allows companies to leverage on their achieved brand value in emerging markets. The second condition is that the product or service has income generation or self-sustaining features. This condition opens the door to lower incomes in emerging markets. Future market expansion is possible to both other areas in mature markets and higher incomes in emerging markets. The company's most important activities will be cost efficient procurement, marketing and quality management. Design is in the hands of local product and service designers and standardized production is outsourced to local producers. Likewise, energy efficient distribution is done through local vendors. Fast moving consumer goods companies will focus even more on maintaining and managing their brand portfolio. Their low cost structure, micro financed local activities and low prices plus high volumes will result in profitable growth of global market share.
  • 7. Localized Low-Cost Business Model The Business Model Canvas most relevant for fast moving consumer goods companies 4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Independent Who are our key suppliers? Which Key Resources are we acquiring from partners? Our Distribution Channels? Customer Relationships? Simple, small Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Segments expect us to establish and maintain with them? Which ones have we established? Higher incomes Who are our most important customers? Which Key Activities do partners perform? Revenue streams? Cost efficient Which customer needs are we satisfying? How are they integrated with the rest of our business model? product/service and cheap How costly are they? in emerging procurement designers product/service markets Lower customer expectations Standardized Marketing Lower-incomes Minimum local micro and quality in emerging specifications producers management markets KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Income Channelsour Customer Segments Through which Channels do want to be reached? Metropolitan Resources Revenue Streams? generating/self- How are we reaching them now? How are our Channels integrated? areas in Which ones work best? sustaining Which ones are most cost-efficient? How are we integrating them with customer routines? mature markets Energy efficient Brands distribution via local vendors Other areas in mature markets Cost Revenue Structure costs inherent in our business model? What are the most important Which Key Resources are most expensive? Streams pay? really willing to pay? For what value are our customers For what do they currently Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? Micro financed How much does each Revenue Stream contribute to overall revenues? Low prices x Low costs local banks/ High volumes foundations Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 8. le mp Exa
  • 9. Exa mp le
  • 14. One-Off Big in popularity and unknown for their profit, many social media companies are searching for ways Experience to combine third party see-hear-buy products and services with their own ability to offer one-off Business experiences. Model The One-Off Experience business model stands for a smart connection between customers in markets of abundance and their experience seeking equivalents. This business model will only live up to its expectations if social media companies team up with offline event organizers, offline pop-up stores and online retailers. Developing software and engaging in ongoing conversations with their users is simply not enough to do the trick. This business model offers unique experiences to customers at a given place during a specific event. The software platform on which its online communication channels come to life will spark the engine of experience seeking customers. By instant contributions from these customers then and there, the door to the larger experience consuming market share will be opened. Events will have to be combined with commercial opportunism. The social media experience remains free, relevant products and services will have to bought the old-fashioned way. With money that is. Commissions from both pop-up stores and instant online retailers will bring in the revenue. These have to compensate social media companies for high hosting costs and presence and findability costs. These costs tend to rise along the popularity of the social media platform. If this is not absorbed by a parallel growth in revenues, the business model will not be sustainable.
  • 15. One-Off Experience Business Model The Business Model Canvas most relevant for social media companies 4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Which Key Resources are we acquiring from partners? Our Distribution Channels? Customer Relationships? 3rd party Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Segments expect us to establish and maintain with them? Which ones have we established? Customers in Who are our most important customers? Which Key Activities do partners perform? Offline event Revenue streams? Software Which customer needs are we satisfying? Instant How are they integrated with the rest of our business model? see-hear-buy How costly are they? markets of organizers development consuming product/service abundance Conversation Experience Offline pop-up One-off Instant engagement seeking commerce experiences contributing and initiative customers KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Online retailers Resources Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Software Online platform channels Cost Revenue Structure costs inherent in our business model? What are the most important Which Key Resources are most expensive? Streams pay? really willing to pay? For what value are our customers For what do they currently Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? Online Commissions How much does each Revenue Stream contribute to overall revenues? Commissions Hosting costs presence and pop-up instant online findability costs commerce retail Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 17. Exa mp le
  • 22. Beyond Traditional media and print companies are looking for new revenue streams and have done so for Advertising some time. In the last decade, the number of subscribers has been declining and the market for Business advertisements has not performed much better. So what’s beyond the known horizon? Model Traditional media and print companies need to shift from a business model based on advertisers telling subscribers what to buy to a business model based on facilitating both customers and partners in trust building and on-demand interacting. The business model for media and print companies remains two-sided but with two separate value propositions. It offers customers in mature markets, which are reached through customer initiated research, comparison and review, trusted product and service advice. These are shared with - and contributed by - commercial partners. Second, it offers individuals on-demand interaction with public partners, for example governments, schools and hospitals. Media and print companies will become great in facilitating individuals and groups in sharing, contributing and interacting. All communication will be channeled online and independent review portals complement media and print companies in building trusted customer relationships. Their cost structure will shift dramatically, from paper and distribution to content management and online facilitating. Revenues will be generated from facilitation fees paid by commercial and public partners, and commissions from product and service retailers. What’s beyond the known horizon? Facilitation is the answer.
  • 23. Beyond Advertising Business Model The Business Model Canvas most relevant for traditional media and print companies 4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Facilitate Customer Relationships? Trusted What bundles of products and services are we offering to each Customer Segment? Research, Which ones have we established? Customers in Commercial Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? sharing and product/service compare, mature partners contributing advice review markets Public Facilitate On-demand Individuals partners interacting interaction KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Customers in Review portals Resources Revenue Streams? How are we reaching them now? How are our Channels integrated? emerging Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? markets Facilitation Online skills channels Cost Revenue Structure costs inherent in our business model? What are the most important Which Key Resources are most expensive? Streams pay? really willing to pay? For what value are our customers For what do they currently Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Content Online Facilitators management findability Facilitation fees Commissions costs costs Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 24. Exa mp le
  • 26. Exa mp le
  • 29. Markets Are Conversations Business Model
  • 30. Markets Are Product-focused professional services firms are finite. Economic turmoil leads to severe pressure Conversations on fees in business-to-business markets like consultancy, advocacy, accountancy and corporate Business finance. In times like these, it takes more than product development to stay in the game. Model Understanding that markets are not a static product of history and position, but a dynamic snap shot of conversations and interactions, is the first part towards new growth. For professional services firms, the difference will be made by converting non-engaged customers into engaged customers. Product development will be obsolete. It will be replaced by customer relations and conversations. By sharing modular and beta products and services with your current and future customers, companies and their customers interact and collaborate in ongoing conversations. Not only will customers find and follow companies in online social networks, it will be the other way around as well. Employees have always been an important resource for professional service firms, and this importance will be especially true for social media skilled employees. Professional services companies will need to become active with real-time tracking and conversion, with a little help from media partners. This will lead to ongoing product and service improvement and innovation, resulting in lower failure costs and higher recurrent revenues. An involved customer is a loyal customer.
  • 31. Markets Are Conversations Business Model The Business Model Canvas most relevant for professional services companies 4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Real-time Customer Relationships? Modular and What bundles of products and services are we offering to each Customer Segment? Find, follow, Which ones have we established? Media Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? Engaged tracking and beta products/ interact and companies customers conversing services collaborate Product/service Non-engaged improvement customers and innovation KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Resources Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Social media Online social skilled networks employees Cost Revenue Structure costs inherent in our business model? What are the most important Which Key Resources are most expensive? Streams pay? really willing to pay? For what value are our customers For what do they currently Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? Lower product/ How much does each Revenue Stream contribute to overall revenues?Higher service failure recurrent costs revenues Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 33. Exa mp le
  • 38. Low-Budget Innovation in fast moving consumer goods companies used to mean bringing in the creative talents, Innovation the marketeers and the producers who started searching for possibilities to develop new products. Business For executives, there was nothing left but to hope for the best. Those days are over now that’s Model co-creation is introduced. Innovation has become something companies can do with their customers, instead of to them. Based on customer observation and customer participation, fast moving consumer goods companies develop co-created products that are improved by early adopters with sample tests. Early adopters are connected to the much larger market share of followers. Although co-creation can take place in off-line development labs, connectivity between adopters and followers is almost exclusively taking place through online channels. Online is also where local customer communities and global trend trackers meet. Fast moving consumer goods companies need to become specialists in customer behaviour, in traditional consumption patterns, but more and more in social and individual lifestyle patterns as well. In a low-budget innovation business model, fast moving consumer goods companies are able to achieve a higher new product success rate with lower budget development costs. Now that’s called low-budget innovation.
  • 39. Low-Budget Innovation Business Model The Business Model Canvas most relevant for fast moving consumer goods companies 4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Free / Which ones have we established? Local customer Which Key Activities do partners perform? Revenue streams? Customer Co-created Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? personalized Early adopters communities observation products samples Global trend Customer Followers trackers participation KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Resources Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Customer Offline Online behavior development channels intelligence labs Cost Revenue Structure costs inherent in our business model? What are the most important Which Key Resources are most expensive? Streams pay? really willing to pay? For what value are our customers For what do they currently Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Lower product Higher new development product costs success rate Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 41. Exa mp le
  • 46. Community Entertainment- and publishing companies have traditionally been specifically good at talent Funded identification and development. In a community-funded business model, talent identification and Business talent development are radically democratized. Model Instead of talent identification and development, entertainment and publishing companies become exceptionally good at fund and community management. The most essential resource in this business model is the intelligence of a community. In this multisided business model, their are three distinctive customer segments: believers, suppliers and buyers. Believers become members through the online community platform and fund products that are produced by suppliers. These products can be visual, auditory or textual and are bought by buyers. Believers can be buyers can be suppliers and the other way around. Fysical products are distributed through retail stores, digital products through the online community platform. To boost product sales, entertainment and publishing companies partner with media companies, professional producers and distributors. This means marketing, production and distribution costs have to be covered by interest and supplier subscriptions next to product sales. This business model has a different tipping point in different markets.
  • 47. Community-Funded Business Model The Business Model Canvas most relevant for entertainment and publishing companies 4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? Community- What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Media Which Key Activities do partners perform? Revenue streams? Fund Which customer needs are we satisfying? Community How are they integrated with the rest of our business model? How costly are they? funded Believers companies management membership products Community Producers Suppliers management KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Resources Revenue Streams? How are we reaching them now? Buyers Distributors How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Online Community community Retail stores intelligence platform Cost Revenue Structure costs inherent in our business model? What are the most important Which Key Resources are most expensive? Streams pay? really willing to pay? For what value are our customers For what do they currently Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Marketing Production Distribution Supplier Product sales Interest costs costs costs subscriptions Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 49. Exa mp le
  • 54. Sustain- If green status is what customers want, that’s what they’ll get. Fast moving consumer goods ability companies are creating new products and services for customers in mature and emerging markets Focused by focusing on sustainability. Business Model Fast moving consumer goods companies that are serious about sustainability research the ecological impact of their products and services. Facts are needed for research-based green marketing while creativity and locality is needed for green storytelling. Brand defining employees and green marketeers work together with product and service designers, ecological organizations and governments. These research and marketing efforts demand a sustainable premium on traditional low-cost prices. When the market response is insufficient, governments can provide grants for sustainability-focused companies. Customers are reached through regular channels such as retail stores. The relationship between company and customer is based on green storytelling: individualized, personal and local context are integrated in customer relationship management. This business model will be more successful if fast moving consumer companies are active in both mature and emerging markets. Given the lead in green ambitions in mature markets, market presence in these markets allows companies to leverage on their achieved brand value in emerging markets.