1 / 13

Business models review

Business models review. August, 2008. Frank Berkers MSc frank.berkers@tno.nl +31 6 109 687 93. Goal of the review. Consider the models presented Consider the approaches presented Append other approaches

gezana
Download Presentation

Business models review

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Business models review August, 2008 Frank Berkers MSc frank.berkers@tno.nl +31 6 109 687 93

  2. Goal of the review • Consider the models presented • Consider the approaches presented • Append other approaches • Identify essential differences and overlap in the business models across countries and services • Identify best/worst practices, requirements and wishes

  3. Gathering ingredients • TNO ICT Business & Innovation Modelling: Value Web & STOF Domains • Treasury - Green Book + Competitive Dialogue + TAG • Highways Agency – Enhanced Incident Support Units, Project Business Case • CoCar-SSW • SAFESPOT BLADE – Business and Service Models

  4. Value Web analysis Functional process decomposition • Decompose the primary and secondary Process • content creation • deployment to user • enabling platform • additional services • Identify • roles • relations • parties • power • Consider domains • service • technology • organization • financial

  5. 5 case model Strategic case for change SMART goal definition Economic wide cost/benefit NPV Commercial viable deal Financial funding Management deliverability 3 phases Strategic Outline context definition alternative options Outline Business preferred option scenarios risk and sensitivity Full Business investment Value for Money: VfM principle economy (cost / time) efficiency (throughput) effectivity (quality / impact) The Green Book describes focal areas to develop a project/investment decision document- the business case. It is split up into three phases that require various and increasing levels of detail. Competitive Dialogue: A procurement procedure that focusses on desired output metrics rather than bidding to a restricted / fully specified procedure Transport Analysis Guide (TAG): An extension of the Green Book by DfT, specifically for appraising in Transport. Brian Harbord Treasury – Green Book (Business Case) Defining the output metrics on which we are going to appraise scenarios in advance gives good focus.

  6. Highways Agency – Enhanced Incident Support Units, Project Business Case • Scenarios • do nothing (meet requirements) • do minimum • do maximum • do optimum • Sensitivity Analysis • Key Factors • Sensitivity of an Isolated Change in One Key Factor • Sensitivity of Change in all Key Factors • Objectives • Project Milestones • Targets/metrics By calculating the effects of different scenarios we can easily see the range of consequences and determine VfM Assessing sensitivity reveals factors to keep an eye on When can we expect to reach what output level allows to monitor execution of the project and integrate with other policies

  7. 1 1 2 2 3 3 4 4 5 5 6 6 7 7 SSW SSW SSW SSW SSW SSW SSI SSI SSW SSW SSW SSW SSW SSW Marketing Marketing Vertrieb Vertrieb Kundendienste Kundendienste Generierung Generierung Diensterstellung Diensterstellung Transport Transport Dienstenutzung Dienstenutzung H H ö ö here Verkehrssicherheit und here Verkehrssicherheit und - - effizienz effizienz f f ü ü r Premiumdienste r Premiumdienste einmalig f einmalig f ü ü r SSW (und Hardware) r SSW (und Hardware) EU / EU / Nationale Nationale Endkunden Endkunden Beh Beh ö ö rden rden TDA o. TDA o. OEM +/ OEM +/ - - OEM + OEM + MNO MNO OEM OEM ITD o. ITD o. TDA TDA Zulieferer Zulieferer JV MNO NA JV MNO NA Branchen Branchen - - B2B B2B - - Kunden Kunden forum forum B2G B2G - - Kunden Kunden f f ü ü r SSW r SSW - - Daten Daten Sichern von Business Opportunities Sichern von Business Opportunities Leistungen Leistungen Zahlungen Zahlungen Optionale Str Optionale Str ö ö me me Legende Legende Sonstige Nutzen Sonstige Nutzen Business Ownership Business Ownership CoCar-SSW – OEM lead Value Web • Pros: Technischer Betrieb kein Kerngeschäft der OEM, firmeninterne Strukturen und Prozesse nicht vorhanden… • Cons: Fehlende Billing-Kompetenz und Infrastruktur für regelmäßige Zahlungsströme…

  8. 1 1 2 2 3 3 4 4 5 5 6 6 7 7 SSW SSW SSW SSW SSW SSW SSW SSW SSW SSW SSW SSW SSW SSW Marketing Marketing Vertrieb Vertrieb Kundendienste Kundendienste Generierung Generierung Diensterstellung Diensterstellung Transport Transport Dienstenutzung Dienstenutzung H H ö ö here Verkehrssicherheit und here Verkehrssicherheit und - - effizienz effizienz f f ü ü r Premiumdienste r Premiumdienste j j ä ä hrlich im Servicepaket f hrlich im Servicepaket f ü ü r SSW (und Hardware) r SSW (und Hardware) EU / EU / Nationale Nationale Endkunden Endkunden Beh Beh ö ö rden rden OEM + OEM + TDA o. TDA o. Automobil Automobil - - Automobil Automobil - - Zulieferer Zulieferer MNO MNO ITD o. ITD o. Club Club Club Club +/ +/ - - PND PND - - JV MNO NA JV MNO NA Hersteller Hersteller Branchen Branchen - - B2B B2B - - Kunden Kunden forum forum B2G B2G - - Kunden Kunden f f ü ü r SSW r SSW - - Daten Daten Sichern von Business Opportunities Sichern von Business Opportunities Leistungen Leistungen Zahlungen Zahlungen Optionale Str Optionale Str ö ö me me Legende Legende Sonstige Nutzen Sonstige Nutzen Business Ownership Business Ownership CoCar SSW - Automobil-Club lead Value Web • Pros: Billing-Kompetenz vorhanden… • Cons: Erreichen kritischer Massen trotz hoher Mitgliederzahlen schwierig …

  9. CoCar-SSW (Co-operative Cars Sicherheitsrelevante SofortWarnungen) • Secondary value chain • Marketing • Vertrieb / Sales • Kundendienste / Customer services • Primary value chain • Generierung / Generation (of signal) • Diensterstellung / Service production (of warning) • Transport / Communication • Dienstenutzung / Service use • Business ownership scenarios • OEM (Car manufacturer) • Automobil-club • Cooperation • Assessment of the scenarios • Free format and qualitative Business ownership determines who is in the lead of the value chain and markets the product or service. By varying in possible business owners of the value web we generate different scenarios that come with different pros and cons. The power of the parties/roles is varied (organization).

  10. SAFESPOT: 8 scenarios In SAFESPOT different scenarios are created. A Business model is defined as “shadow toll” and service model as direct pay. These refer to the monetary flow. The second differentiator refers to the composition of the service. The third differentiator refers to the core technological principle. • Business v Service Model • Stand-alone v application integration • V2V v V2I • Flows • Monetary • Products • Information • Service • Roles/parties • Public authorities • Insurance company • Driver/user • Road Operator • Service provider • Content provider • Map provider • System producer (road) • System producer (car) • Car producer • Roadside systems producer • Safespot organization • Technical • Road Support • Customer & producer support The value flow is decomposed in tangible products, services and (digital) information. This list of roles can be used as a reference list for business models in our field

  11. SAFESPOT / WP6 Process approach • Initiation • Benchmarking on literature overview • Technologies • Organizational Analysis • Qualitative Market Analysis • Service and business models for SAFESPOT => value systems, clients, competitors • Legal and risk analysis • Socio-Economic, Market • Quantitave evaluations • Preliminary ranking of alternative business models • Final ranking and selection of service and business models

  12. Funding Safespot Specification and rules Grants, Legislative Framework Rules affetting the traffic circulation Rules enforcing the use of SAFESPOT Funding Customer Support Funding Tax incentives After market solution: Safespot Hw and Sw Provide information about road works, road conditions, etc Safespot Hw and Sw Components Safespot Hw and Sw automotive Componentcosts Static Information Funding information Content Costs Funding Incentives “Dynamic-In real time” information Financial Flows Flow of Information Flow of Products Flow of Services Content providers Content providers Content providers Content providers System producers (Supplier) Road Operator Map providers • Technical: • Maintenance • Specification • Certification Safespot Organization Public Authorities SAFESPOT exampleB.M. Final System Ready to Use (V2V) Safespot After SaleSystem Producer Support • Interface with the User: • Customer service • Operator Services DRIVER System producers (car maker) Insurance Companies Sheet 4

  13. Business case Business plan Business model Integrated approach to business modeling • Describe the Value Web • primary (from content to delivery) • secondary (enabling and after-sales) • Generate Scenarios of the value web • Use the different existing value webs of different countries • vary elements in of S/T/O/F domains • vary business ownership (moving up and down the chain) • business v service model (public v market) • do nothing .. to .. do optimum • Appraise Scenarios • Define objective metrics • Sensitivity Analysis • Next: Business Case

More Related