Business Model Innovation: Introduction to Implementation

Transcription

1 Business Model Innovation: Introduction to Implementation Dr Michael Teng Assistant Secretary-General Singapore Manufacturing Federation DBA(UNISA), MBA(NUS), BEng, FCMI, FIMechE, FIEE, CEng, PEng, FCIM, FMIS, PMC, ACTA 24 March 2015

2 Business Model Innovation: How to beat your giant?

3 Number of Years to Reach 50 Million Audience Nokia Motorola Bicycle Car Fountain pen Ball pen Facebook Myspace CNN NBC Radio TV Internet Facebook Amazon Borders 28 years 13 years 5 years? years Subway McDonalds Tablet Notebook Small Japanese Big cars in US Google Yahoo itunes Music industry Vietnam USA War Dell IBM Singapore Airlines Pan Am The underdogs have beaten the big boys through innovation and productivity

4 Strategy 1: Find the Right Niche Customer Competition Orientation Matrix High Level of Competition Orientation Competition-Driven Myspace, Yahoo, Motorola Market- Driven Facebook, Google, Apple Internally-Driven The Well, Archie, Creative Tech Customer-Driven Geocities, Netscape, Wang Computers Low Level of Customer Orientation To be a follower, understand the competitors and customers. To be the leader, understand the market. High

5 Key Partners Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Motivations for Partnerships Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities Strategy 2: Business Model Canvas Key Activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Categories Production Problem Solving Platform/Network Key Resources What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Types of Resources Physical Intellectual (brand patents, copyrights, data) Human Financial Cost Structure What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Value Propositions 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? Characteristics Newness Performance Customization Getting the Job Done Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability Is your business more Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) Sample Characteristics Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope Source: Customer Relationships 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? Examples Personal assistance, Dedicated Personal Assistance, Self-Service Automated Services, Communities, Co-creation Channels 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? Channel Phases 1. Awareness How do we raise awareness about our company s products and services? 2. Evaluation How do we help customers evaluate our organization s Value Proposition? 3. Purchase How do we allow customers to purchase specific products and services? 4. Delivery How do we deliver a Value Proposition to customers? 5. After sales How do we provide post-purchase customer support? Revenue Streams 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? Types Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising Fixed Pricing List Price Product feature dependent Customer segment dependent Volume dependent Customer Segments For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform Dynamic Pricing Negotiation (bargaining) Yield Management Real-time-Market strategyzer

6 Strategy 3: Analyse the Situation for Bottlenecks Identify the viruses/giants attacking the company Determine which of the three phases of corporate transformation and turnaround are applicable Treatment Phase I: Surgery Treatment Phase II: Resuscitation Treatment Phase III: Therapy Productivity Productivity/Innovation Innovation The three phase transformation methodology will help to identify and break the bottlenecks so that the company can be faster, cheaper and better

7 Strategy 4: Execute Productively and Innovatively Productivity and innovation depend on effective & efficient corporate transformationimproving efficiency effectively and effectiveness efficiently Corporate Transformation Index TM = Innovation = Output/Input x Innovation Culture Productivity is increasing revenue and decreasing costs or increasing output and decreasing input Innovation Culture is the measurement of the predisposition of the company to implement innovation Successful execution is key to any innovative and productivity initiatives

8 David defeated Goliath by targeting the right niche and executing with innovativeness and productiveness Video: How small companies can take on the big boys

9 Number of Years to Reach 50 Million Audience Nokia Motorola Bicycle Car Fountain pen Ball pen Facebook Myspace CNN NBC Radio TV Internet Facebook Amazon Borders 28 years 13 years 5 years? years Subway McDonalds Tablet Notebook Small Japanese Big cars in US Google Yahoo itunes Music industry Vietnam USA War Dell IBM Singapore Airlines Pan Am The underdogs have beaten the big boys through innovation and productivity

10 BUSINESS MODEL INNOVATION Dr Mike Teng

11 Best Selling Book: Corporate Turnaround: Nursing A Sick Company Back To Health. Endorsed by: Professor Philip Kotler, Professor Jagdish Sheth, Mr Oei Hong Leong, Dr Wong Yip Yan 1. Corporate Turnaround : Nursing a sick company back to health 15. Business Model Innovation: Introduction to Implementation 2. Internet Turnaround 16. Ancient Chinese Wisdom: Zheng He, Sun Zi, Confucius 3. Change Management Leadership 17. How the small can beat the big companies 4. Buying and selling of distressed companies 18. Jesus: The corporate turnaround expert 5. Corporate Turnaround: GlobPerspective 19. Africa, the next economic tiger: Lessons from Asia 6. Business Diagnosis 20. What we can learn from the animals about office politics 7. Turnaround Yourself 21. Office Politics Mania 8. Fundamentals of buying and selling companies 22. Admiral Zheng He: The collaborative transformational leader 9. Inspiring Notebook: Corporate Transformation 23. Business Model Innovation: Example 10. Ultimate Internet Strategy 24. Corporate Cyberwar 11. Training Manual: Corporate Turnaround Books are available for purchase at

12 THANK YOU 13