Finding the White Space. Bank Innovation in an Era of Digital Disruption

Transcription

1 Finding the White Space 1

2 BBVA will be a software company in the future. BBVA Chairman Francisco González 2

3 Finding the White Space Over-met/Under-met Needs Increase/Reduce Add/Subtract Strategy Map Business Model Canvas 3

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5 Blue Ocean Strategy 5

6 Blue Ocean Strategy Map Ringling Brothers and Barnum & Bailey Regional Circuses Cirque du Soleil 6

7 SCAMPERR Model Substitute Combine Adapt Magnify Minimize Modify Put to other uses Eliminate Reverse Rearrange 7

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9 This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Day Month Year No. Business Model Canvas Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? What value do we deliver to the customer? 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? Which customer needs are we satisfying? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? For whom are we creating value? Who are our most important customers? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Through which Channels do our Customer Segments want to be reached? 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? What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? 9

10 The Value Proposition Canvas Value Proposition Customer Segment Gain Creators Gains Products & Services Customer Job(s) Pain Relievers Pains copyright: Strategyzer AG The makers of Business Model Generation and Strategyzer Bank Innovation in Era of Digital Disruption 10 strategyzer.com

11 Day Month Year No. Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? What value do we deliver to the customer? 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? Which customer needs are we satisfying? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? For whom are we creating value? Who are our most important customers? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Through which Channels do our Customer Segments want to be reached? 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? What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Bank Innovation in an Era of Digital Disruption 11 This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

12 Cirque du Soleil Day Month Year No. Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Transportation Partners Local Venues Casinos What are the Animal most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Maintenance Star Performer Fees Animal Care What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Artistic Development What Key Resources do our Value Propositions require? Our Distribution Animals Channels? Customer Relationships? Revenue Streams? Star Performers Refined Environment Artistic Production What value Star do we deliver to the customer? 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? Which customer needs are we satisfying? Performers Animal Shows Aisle Concessions Thrill / Danger Theme Environment Multiple Productions Artistic Music & Dance Unique Venue 12 For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? Live Shows Tickets Aisle Concesstions Digital Sales Through which Channels do our Customer Segments want to be reached? How are we Traveling 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? Tents Fixed Venues Video For whom are we creating value? Who are our most important customers? Families Focus on Theater & Opera Vistors Higher Ticket Prices TV/DVDs/CDs Higher End Souvenirs This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

13 Skype Day Month Year No. Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Maximum Outsourcing What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Software Development What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? No Infrastructure What value do we deliver to the customer? 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? Which customer needs are we satisfying? Roughly Similar Voice Offer Video Mobile What type of relationship Automated does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? Mass Customization Through which Software Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones Distribution are most cost-efficient? How are we integrating them with customer routines? 100% low cost channels For whom are we creating value? Who are our most important customers? Global reach without limitations of a network What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Cost structure of a software company For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? 90% Free usage 10% Paying 13 This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

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15 Digital vs. Traditional Banks Day Month Year No. Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Fed/FHLB Developers Fintechs What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Real estate Salaries COF What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? ALCO Underwriting Curation What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Branch Network Balance Sheet Network Apps Cloud space Marketing Bank Innovation in an Era of Digital Disruption What value do we deliver to the customer? 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? Which customer needs are we satisfying? Service Convenience Speed 15 For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? NIM What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? F2F Digital Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are Branch most cost-efficient? How are we integrating them with customer routines? App For whom are we creating value? Who are our most important customers? Consumers Sm.Business Tech-savvy Time poor Interchange API fees This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

16 Day Month Year No. Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? What value do we deliver to the customer? 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? Which customer needs are we satisfying? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? For whom are we creating value? Who are our most important customers? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Through which Channels do our Customer Segments want to be reached? 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? What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Bank Innovation in an Era of Digital Disruption 16 This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

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