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Inline analysis, part 2 (Business Model Generation Ch 1)

Inline analysis, part 2 (Business Model Generation Ch 1). 06-09-2013 Elisabeth Broe Christensen. Recap today – 15 min, group 1. Sune Andreas Dybro Debel Jacob Stenum Czepluch Anders Brorup Jørgensen Jakob Bang Helvind Daniel James Hommel Varab. Recap next time – 15 min, group 2.

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Inline analysis, part 2 (Business Model Generation Ch 1)

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  1. Inline analysis, part 2(Business Model Generation Ch 1) 06-09-2013 Elisabeth Broe Christensen

  2. Recap today – 15 min, group 1 • Sune Andreas Dybro Debel • Jacob Stenum Czepluch • Anders Brorup Jørgensen • Jakob Bang Helvind • Daniel James Hommel Varab

  3. Recap next time – 15 min, group 2 • Ellen Engdahl • Martin Rønning Bech • Morten Roed • Mikkel Larsen • Jens Egholm • Christoffer Stougaard Pedersen

  4. Todays learning goals • Understand block 3-9 of the Business Model Canvas • Understandwhat company goals are and how they differ from and relate to your project goals. • Be able to look for and use available information to gain insight into aspects of a company’s business model and goals and • Be able to ask a company relevant questions to verify/discoverit’s Business Model and Goals and understand the answers.

  5. Todays agenda • Recap by Group 1 • Business Model Canvas, part 2: BMG ch 1 • Business goals (+ideas on where to find them) • Business Model Canvas, part 3: BMG ch 1 • Service  : A suggested timeline for your project.

  6. Business Model – the 9 Building Blocks 2. Value Propositions 4. Customer Relationships 8. Key Partnerships 7. Key Activities 1. Customer Segments 3. Channels 5.Revenue Streams 9. Cost Structure 6. Key resources

  7. 3. Channels (BMG p 26-27): ‘The channels building block describes: • how a company communicates with and • reaches its Customer Segments to • deliver a Value Proposition’

  8. 3. Channels = customer interface:Communications, distribution and sales Channel functions: • Raise awareness among customers • Help customers evaluate • Allow customers to purchase • Deliver value propostion • Provide post-purchase support Examples, please?

  9. Business Model – the 9 Building Blocks 2. Value Propositions 4. Customer Relationships 8. Key Partnerships 7. Key Activities 1. Customer Segments 3. Channels 5.Revenue Streams 9. Cost Structure 6. Key resources

  10. 4. Customer Relationships ‘The types of relationships a company establishes with specific customer segments.’ Personal Automated Driven by • Customer acquisition • Customer retention • Boosting sales upselling/cross selling • Resources required compared to benefits obtained • And of course by what customers prefer!!!!! ?

  11. Business Model – the 9 Building Blocks 2. Value Propositions 4. Customer Relationships 8. Key Partnerships 7. Key Activities 1. Customer Segments 3. Channels 5.Revenue Streams 9. Cost Structure 6. Key resources

  12. Revenue streams • The simple cases: Eachcustomer segment is offered a value proposition which it pays a fixedprice for: Revenue = Σ (price * number of buys) all segments • In general it is all the money an organizationgets - from customers, sponsors, donors etc. etc. • Mini exercise, IKEA: • Write down 2-3 IKEA revenuestreams (alone, 2 min) • Share it with the person next to you. Discusswhich • of the revenuestreams is most important to IKEA.

  13. 4. Revenue streams Two types: • One-off payment • Recurring payment – e.g. recurring delivery or post-purchase support Why do we care - what difference does it make to the company if it’s one-off or recurring?

  14. 4. Revenue streams Different ways to generate revenue – e.g.: • Sell a physical product • Usage fee • Subscription fee • Lending/renting/leasing • Licensing • Brokerage fees • Advertising Which are one-off or and which are recurring?

  15. When there are several revenue streams: Important: Size and relative importance of each? Profitability of each? Examples: • Apple: Hardware + music & apps via iTunes • IBM: Different IT-products and services • Distributor selling 100+ products from different manufacturers

  16. Todays agenda • Recap by Group 1 • Business Model Canvas, part 2: BMG ch 1 • Business goals (+ideas on where to find them) • Business Model Canvas, part 3: BMG ch 1 • Service  : A suggested timeline for your project.

  17. Goals (+ideas on where to find them) Company’s short and long term goals. Where? – goodplaces to look for it: • Commercial companies: Annualreport and/or profile brochure - example: http://report2011.novozymes.com/ • Public and non-profit, DK: Resultatkontrakter – example: http://itu.dk/da/Om-IT-Universitetet/Organisation_tal_og_fakta/Tal_og_fakta/Udviklingskontrakter What are ITUs key goals, please? Yours? Why is it important to know?

  18. Todays agenda • Recap by Group 1 • Business Model Canvas, part 2: BMG ch 1 • Business goals (+ideas on where to find them) • Business Model Canvas, part 3: BMG ch 1 • Service  : A suggested timeline for your project.

  19. Business Model – the 9 Building Blocks 2. Value Propositions 4. Customer Relationships 8. Key Partnerships 7. Key Activities 1. Customer Segments 3. Channels 5.RevenueStreams 9. Cost Structure 6. Key resources

  20. 6. Key resources(BMG p 34-35) ‘The most important assets to make a business model work’, i.e. to • Create and offer value proposition • Reach markets • Maintain relationships with customer segments • Earn revenues Can be physical, financial, intellectual or human. Can be owned, leased or acquired from key partners. What are ITUs key resources, please? IKEA’s? Yours?

  21. Business Model – the 9 Building Blocks 2. Value Propositions 4. Customer Relationships 8. Key Partnerships 7. Key Activities 1. Customer Segments 3. Channels 5.RevenueStreams 6.Keyresources 9. Cost Structure

  22. 7. Key activities ‘The most important things a company must do to make a business model work’, i.e. to • Create and offer value proposition • Reach markets • Maintain relationships with customer segments • Earn revenues Likekeyresources, keyactivitiesdifferdepending on business model type. See BMG chapter 2: ‘Patterns’ for someexamples. What are ITUs key activities, please? IKEA’s?

  23. Business Model – the 9 Building Blocks 2. Value Propositions 4. Customer Relationships 8. Key Partnerships 7. KeyActivities 1. Customer Segments 3. Channels 5.RevenueStreams 6. Keyresources 9. Cost Structure

  24. 8. Key partnerships:Types and motivations Types: • Strategic alliance – non-competitors • Coopetition • Joint venture to develop new business • Buyer-supplier relationship Motivations: • Optimization/economy of scale • Reduction of risk & uncertainty • Acquisition of particular resources or activities Examples, please?

  25. Business Model – the 9 Building Blocks 2. Value Propositions 4. Customer Relationships 8. KeyPartnerships 7. KeyActivities 1. Customer Segments 3. Channels 5.RevenueStreams 6. Keyresources 9. Cost Structure

  26. 9. Cost structure (p40-41) ‘Most important costs incurred when operating under a particular business model’ Always to be minimized, but more important to some than to others: Two classes og business models: • Cost-driven • Value-driven Cost characteristics: • Fixed/variable • Economies of scale/scope What are ITUs main costs, please? IKEA’s? Yours? Why is it important to know?

  27. Costs - sources Where would you look in order to find info on a company’s costs and their relative importance?

  28. Todays agenda • Recap by Group 1 • Business Model Canvas, part 2: BMG ch 1 • Business goals (+ideas on where to find them) • Business Model Canvas, part 3: BMG ch 1 • Service  : A suggested timeline for your project.

  29. Service  : A suggested timeline for your project Using baseline planning (Bødker et al. sec 9.1)

  30. DATE: 26/10 DATE: 20/11 DATE: 27/9 DATE: 30/8 DATE: 29/11

  31. DATE: 26/10 DATE: 20/11 DATE: 27/9 DATE: 30/8 DATE: 29/11 Canvas – firstdraft, based on secon-dary data Canvas: firstfull version verified with firm

  32. Next time: Wednesday 11/9 External environment

  33. In-line phase: ActivitiesBødker et al p128-133 + Business Model Generation • Analyzing the business strategy • Business model (Canvas) • Analyzing the environment • Competitors • External stake holders • Trends (incl. Technology) • Analyzing the IT Strategy • (Innovative Technology) • Identifying the project’s work domains • Writing a report

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