GAMECHANGERS GERMANY. Executive program 6-7 June and 6-7 Sept Prof. Peter Fisk, IE Business School, Madrid

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1 GAMECHANGERS GERMANY Executive Leadership Leading for smarterprogram innovation and faster growth IE Business School, Madrid Executive program 6-7 June and 6-7 Sept 2017 with Prof. Peter Fisk Prof. Peter Fisk, March 2016

2 6 June Future Strategies 7 June Business Design 6 Sept Smarter Innovation 7 Sept Accelerating Growth Growth Hacking Future Possibilities Change the Game Innovative Strategies Design Thinking Customer Propositions New Business Models Business Model Design Practical Action: Testing and shaping in your business Business Futures Creative Storytelling Customer Experiences Smart Solutions Horizon Planning Making Change Happen Growth Accelerators Inspired Leadership Strategy Roadmap for your business Business Model for your business Experience Map for your business Growth Horizons for your business Business Impact: Your own Business Blueprint ready to implement

3 1.1 Moonshot Thinking What is your 10x not 10% future? 10% better 10x better

4 1.2 Future back Define your inspiring business purpose? What you do What you do for the world

5 1.3 Market Map Where are the opportunities for growth? Where are the relevant high growth geographic markets? 2022 Who are the relevant high growth customers? What are the relevant high growth market categories? What are the relevant high growth products/services?

6 1.4 Growth Map Where are your priorities for growth? Growth potential Profit potential

7 1.5 Change your game Reframe your business context

8 1.6 Change the game Change why + who + what + how Who Why What How

9 1.7 Innovative strategies Rethink how to go to market Innovative business What will you do differently? Existing business Customers Products Channels Pricing

10 1.8 Innovative strategies Rethink how to make it happen Innovative business What will you do differently? Existing business Assets Capabiklities Resources Partners

11 BLUEPRINT 1 STRATEGIC ROADMAP What matters most? Why? Where to compete? How to compete? What to do to win? Geographies, Categories, Customers Brands, Differentiation, Products and Services People, Organisation, Business Model Priorities for market focus Priorities for competitive advantage Priorities for value creation

12 2.1 Design Thinking Finding the real problem to solve Why? Why? Why?

13 2.2 Design Thinking Searching for new customer insight Goal What is the customer trying to do the job they want to do, or new goal to achieve? Gains What benefits does the customer expect or desire, both rational and emotional? Pains What are the negatives in their current experience, both rational and emotional?

14 2.3 Customer solutions How to solve the problem better Gain creators How could you create customer gain, for example savings that make them happy, or deliver outcomes beyond expectations? Solution What are all the product and service components that enable the customer to achieve their job better? Pain relievers How could you remove the negatives, eg save time and effort, make them fee better, remove negative impacts, or fears?

15 2.4 Customer proposition Defining value to the customer Benefits Why do I need it? Difference How is it better? Value What is it worth to me?

16 2.5 Business models Visualising how the business works

17 2.6 Business models 50 archetypes to adopt and adapt Advertising revenue Alternative sources, eg advertising Google Metro Affiliate selling Helping others to sell products Amazon Pinterest Auction platform Selling other products to highest bid Ebay Elance Barter goods Exchange goods, no money Pay/Tweet Barterbook Bottom of pyramid Tailor offer to less wealthy customers Tata Nano Walmart Brand Curator Bringing together best brands Fab Pos.Luxury Cash advance Customer pays before goods made Dell Groupon Co-create Design Customers are codesigners of products Threadless Local Motors Cross selling Sell adjacent products to sell more Tchibo Shell Crowd funding Financed by fans as first consumers Pebble Brainpool Crowd sourcing Ideas from customers for reward Threadless P&G Data Leverage Reselling aggregated customer data Facebook 23andMe Digital Formats Turning physical into digital goods Netflix Dropbox Direct selling Brand sold direct to customer FirstDirect AussieFarm Doing good Benefits society or environment Oxfam Ecotricity Donut selling Low priced core than sell extras Ryanair SAP Dynamic pricing Prices changes by demand Priceline WallSt Bar Experience selling Customer buys more than product Harley Dav Red Bull Flat rate pricing Single fee or subscrip. for unlimited use Netflix Sandals Fractional Ownership Customers each own shares Netjets Homebuy Franchise brand Licensing format for a fee and % Spar Lufthansa Freemium payment Free basic then charge for premium Skype Spotify Functional specialist Adding one expert step to others PayPal Trust-e Guarantee avaiiable Availability becomes key promise Netjets Hilti Guarantee replace Builds trust in quality and loyalty Timberland Tumi Ingredient branding Branded part other brand proposition Goretex Intel Integrated supply Efficiency through supplychain Zara ExxonMobil License brand License brand or patent IP Ed Hardy ARM Long tail range Offer huge range to many niches Amazon itunes Mass Customise Make it personal for each person Dell BMW Multilevel marketing Pyramid of customer selling Tupperware Avon No Frills Simple and minimal spec at lower cost Southwest Accor One for One Charge the rich to fund the poor Toms Narayana Open Source Make IP available to everyone Android Tesla Pay per use Payment metered by use or time Zipcars Azuri Tech Pay what you want Customer choose the price Radiohead Panera Peer to Peer Customers buy from customers Craigslist Zopa Quality assurance Certification and trusted endorsement ISO Verisign Results based Price based on agreed outcomes Rolls Royce Xerox Razor and Blade Low price core, high price refills Gillette Nespresso Rent don t buy Time based fee for period of use Xerox Regus Revenue sharing Share with others to inc custom base AA/BA App Store Reverse Innovate Sell simple products in mainstream Haier OneLaptop Self service Customers do more themselves IKEA McDonalds Shared use Customers buy same product Airbnb RelayRides Solution Integrator Connecting all sources and partners Li & Fung Accenture Subscribe to it Customer pays regular fee Time DollarShave Trash to cash Turn waster into new products Braskom Ekocycle Unique Format Lock-in to compatible formats HP itunes White label Make products for another brand Cott McBride

18 2.7 Business model design exploring the demand side Customers Communication Proposition Offerings Who are our target segments of customers and users? What brand do we use? What are the key messages, and how do we engage customers? What benefits do we enable our customers to achieve? Channels Which types of distribution channels will we use to reach customers? Products & Services What products and services do we bring together for our customers? Relationships What kind of relationship do customers seek with us, and each other? Revenue streams What are the main sources of revenue, and which could be largest? Pricing models How, when and how often will we charge customers?

19 2.8 Business model design exploring the supply side Proposition Offerings What benefits do we enable our customers to achieve? Assets What distinctive assets do we have to use in existing or new ways? Partners Who are the external partners to help us create and deliver the offerings? Products & Services What products and services do we bring together for our customers? Resources What are the main internal resources to create and deliver the offerings? Processes What are the main internal activities to create and deliver the offerings? Cost streams What are the most significant ongoing costs to create and deliver the offerings? Investments How much do we need to spend before we start earning?

20 BLUEPRINT 2 NEW BUSINESS MODEL How will we work? Customers Communication Proposition Offerings Assets Partners Who are our target segments of customers and users? What brand do we use? What are the key messages, and how do we engage customers? What benefits do we enable our customers to achieve? What distinctive assets do we have to use in existing or new ways? Who are the external partners to help us create and deliver the offerings? Channels Which types of distribution channels will we use to reach customers? Relationships What kind of relationship do customers seek with us, and each other? Products & Services What products and services do we bring together for our customers? Resources What are the main internal resources to create and deliver the offerings? Processes What are the main internal activities to create and deliver the offerings? Revenue streams Pricing models Cost streams Investments What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning?