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EIA2019Portugal - Business & Revenue Model Design & Growth - Daan de Geus
This document discusses different business models and revenue strategies. It provides examples of how companies have evolved their business models over time in response to changing markets and technologies. The key points made are: 1. Business models must create value for customers and focus on whether customers will pay for the value provided. 2. Business models need to remain fluid and adapt to shifts in customer needs, technologies and market conditions over time. 3. Developing a successful business model is an exploratory journey that requires testing assumptions and being willing to learn and change course when assumptions are invalidated.
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EIA2019Portugal - Business & Revenue Model Design & Growth - Daan de Geus
- 1. You all cameup with great ideas
- 2. And you wantto conquer the world
- 3. Make money asfast as you can
- 5. Design your next revenuemodel Daan de Geus [email protected] Business Models Inc.
- 6. San Francisco AmsterdamHQ TaipeiNew-York Brisbane Stay ahead of competition
- 7. It is allabout you today
- 8. A structure thatstates & explains the revenue earning strategy of a company
- 9.
- 10.
- 11. 3 It’s a journeyof exploration
- 12.
- 13. Show me the moneyguide
- 14.
- 15. Make money asfast as you can
- 16. Nobody pays for somethingthey don’t value
- 17.
- 18. Where is valuecreated?
- 19. Business model canvas Keypartners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com
- 20. A business modeldescribes the rationale of how an organization creates, delivers, and captures value.
- 21. Business model canvas Keypartners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com
- 22. Do we identifya target customer segment?
- 23. Can we identifythe need?
- 24. And are theywilling to pay for this?
- 25. Business model canvas Keypartners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com
- 26. A great startupexample - search
- 27.
- 28. Never won afight
- 29.
- 30. Reduce headaches &frustrations in the bar…
- 31. An app forordering…
- 32. You are drinkingwith your friends
- 33. You want topay and leave…
- 35. Pay at thebar with an app
- 36.
- 37. IT IS NOT ABOUT THEPRODUCT
- 38. It is aboutthe business model!
- 39. What does the 1stbusiness model look like?
- 40. Business model canvas Keypartners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com Onetab #1 Develop & maintain app Drinkers App stores App download fees People App developm. Social media Really cool app for buying drinks Dev Team
- 41. We almost forgotsomething…
- 42. What is ourkey assumption here?
- 43. Drinkers want topay 99c for an app to buy beers
- 45. Customers are stillthe party animals
- 46. What they learned aftervisiting 40 pubs…
- 47. Nobody wanted to pay foran app!
- 48. His dream wasdestroyed
- 49. But he hada point of view
- 50. Improve the experiencein the bars
- 51.
- 52. So he wenton…
- 53. Go out ofthe building again!
- 54. Bar owners likedthe app!
- 55. Order process wasslow & admin hassle
- 56.
- 57. Business model canvas Keypartners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com Onetab #2 Develop customer base Drinkers App stores Pay per usePeople App developm. Social MediaKeep the night moving, no worries about paying Marketeers & Dev Team Faster order process & more sales Staff Free App store fees POS software provider (H&L Australia) Develop & maintain app
- 58. Again… the teamwas puzzled
- 59. No downloads… notransactions
- 60. Bar adoption wasslow
- 61. So, what to donext?
- 62. How do youvisit each bar in Australia?
- 63. How many salespeople to hire?
- 64. So he lookedfor investors…
- 65. Mark Carnegie Show meclients first!
- 66. Then H&L knocked onthe door
- 67. Integrate & distributeat scale!
- 68. Business model canvas Keypartners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com Onetab #3 Develop customer base Drinkers Point of Sales Cash Register Pay per usePeople App developm. Social Media Keep the night moving, no worries about paying Marketeers & Dev Team ONE TAB APP Faster order process & more sales Staff Free App store fees POS software provider (H&L Australia) Develop & maintain app
- 69. What does the nextbusiness model look like?
- 70. Power of data. “InGod we trust. For everything else there’s data.”
- 71. Mark bought Scott’scompany
- 72. What did Scott learnfrom his journey
- 73. It is easyto get distracted in the short run
- 74. And the rideis not always fun…
- 75.
- 76.
- 77. The world ischanging
- 78. What seems impossible today,is reality tomorrow
- 79.
- 80. AI – likehumans & learning
- 81. AR – digitalinteractive layer
- 82. Blockchain – fastand transparent
- 83.
- 84. Internet of Things– everything connected
- 85. New way oflife, different value
- 86.
- 87. In legal support,from expensive lawyers…
- 88. …to Do ItYourself - online
- 89. In mobility, fromownership…
- 90. …to access throughBMW Drivenow - IoT
- 91. In retail shopping,from visiting the store…
- 92. …to food deliveryby Amazon Fresh… - AI
- 93. In personal mobility,from waiting…
- 94. …to instant servingand comfort
- 95. In shopping, fromphysical 9-5 stores…
- 96. …to 24/7 shoppingand delivery…
- 97. …even in yourcar! (by Amazon, who else?)
- 98.
- 99.
- 100.
- 101.
- 102.
- 103.
- 105.
- 106. Marc Randolph &Reed Hastings
- 107. VHS tapes too expensiveto ship
- 108.
- 109.
- 110. Business model canvas Keypartners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com USA Mass Market Rental Price Comfort Mail order Network Titles 925 DVD’s Distri- bution Sales Netflix #1
- 111.
- 112. Business model canvas Keypartners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com USA Mass Market Price Comfort Mail order Network Titles Distri- bution 35.000 films Sub scription 1 mln DVD’s shipped every day Netflix #2
- 113.
- 115.
- 116. Business model canvas Keypartners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com USA Mass Market Price Comfort Distri- bution Sub scription Data Algorithm Video on demand Internet TV Netflix #3
- 117. Kevin Spacey, anew format
- 118. We were usedto think in linear formats
- 119. Let’s publish inchapters all at once
- 120. The worst idea! “Ruinsour revenue model & people don’t want this”
- 121. Device and lengthare irrelevant - Kevin Spacey
- 122. People want stories…about Frank Underwood
- 123. At a reasonableprice - Kevin Spacey
- 124. NETFLIX immediately said: YES!Howdid they know?
- 125. Business model canvas Keypartners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com Content Mass Market Sub- scription Price Acces- ibility Unique content Netflix .com Multiple devicesAlgorithm Commu- nications Network IP Cash Content SLA Self Service Rating Product Placement Netflix #4
- 126.
- 127. 3 It’s a journeyof exploration
- 128. There are manyrevenue model options
- 129. Traditional revenue models Let’s lookat 3 most common
- 130. 1 Pay per product Onetime transaction
- 132. Business model canvas Keypartners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com Giant Product sales High quality bike Men
- 133. 2 Freemium Free & paidat the same time
- 136. 3 Bait & Hook Productsat a low price, refills are expensive
- 138. Business model canvas Keypartners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com Nespresso X
- 139.
- 140. What we seetoday…
- 142. 1 Everything as aservice
- 143.
- 144.
- 145.
- 146. He went tothe bike repair shop
- 147. BIKING! I needto be able to bike!
- 150. Definition ‘as aservice’ A move towards getting the job done by selling the use of a product
- 151.
- 153. LIME operates asa platform through IOT
- 154. Find your LIMEscooter, and ACTIVATE and RIDE
- 155. Keep track ofyour rides and costs
- 156. Business model canvas Keypartners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com Lime You and me Fee (time & distance) Scooter ride from A to B IoT Platform Fun App
- 157. Definition ‘pay peruse’ When the customer is charged for a specific usage of a product or service.
- 158.
- 160.
- 161. Easy order andpick up
- 162.
- 163.
- 164. No cash toleave the cab
- 165. The driver –income opportunity
- 166. Easy pick up– no hassle
- 167. They review youtoo!
- 168.
- 169. Business model canvas Keypartners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com UBER Platform You and me Fee (time and distance) Taxi services from A to B Platform Platform promotion Personal App % Drivers Income opportunit y Promotion Developme nt
- 170. Definition ‘platform’ Creates valueby facilitating exchanges between consumers and producers.
- 171. For mobility onlyalready a lot of options!
- 172. No single rightsolution
- 173.
- 174. 1 Value over price “Arepeople willing to pay”
- 175.
- 176. 3 It’s a journeyof exploration
- 177. No single rightsolution
- 178. It is allabout learning
- 179.
- 180. The sooner yourlearn, the sooner you succeed
- 181. Only then youwill conquer the world.
- 182. Make money asquickly as you can
- 183.
- 184. Where is valuecreated next?
- 185.