1 / 8

Business Models

Business Models. Schools of thought. The evolution of business model thinking. Rotman DesignWorks. Osterwalder Business Model Canvas. Schools of t hought. Adrian Slywotzky / Mercer / Olyver Wyman Business Design, Profit Models, Value Migration. 1990. 1995. 2000. 2005. 2010.

landry
Download Presentation

Business Models

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Business Models Schools of thought

  2. The evolution of business model thinking Rotman DesignWorks Osterwalder Business Model Canvas Schools of thought Adrian Slywotzky/ Mercer / Olyver Wyman Business Design, Profit Models, Value Migration 1990 1995 2000 2005 2010 2015 Joan Magretta: Why Business Models Matter MIT: Do Some Business Models Perform Better than Others? Deloitte: Deconstructing the Formula for Business Model Innovation Gerry Lameiro: A Guidebook for Designing Business Models Major Contributions KPMG: Rethinking the business model HBR: How to map your industry profit pools Chesbrough: The role of the business models in capturing the value of innovation Afuah: Business Models: A Strategic Management Approach Chesbrough: Open Business Models Christensen: Skate to where the money will be

  3. Adrian Slywotzky 1995 - 2013 1995 1996 1998 1999 2000 2000 2002 2004 2007 2011 Reengineering is dead. Focus on the customer Reinvention and profit-centric thinking are the keys to sustained value growth Winning business designs in the next economy will be dynamically assembled around customer priorities Explore the many ways that profit happens Growth breakthrough through risk management Value flows to the business design best matched to customer priorities Pattern thinking helps executives see tomorrow’s profit zones before the competition To expand your strategic options, think business issues first, technology second Find additional profit by mining the margins of existing revenue categories Where does demand come from

  4. Rotman School of Design 2006 - 2013 GEAR 1: EMPATHY & DEEP HUMAN UNDERSTANDING
- WHAT’S THE OPPORTUNITY? Business Design starts with a deep and meaningful understanding the people who matter and what matters to them. Stakeholder mapping and ethnographic techniques for need-finding process leads to a valuable reframe of the opportunity to better serve unmet needs. GEAR 2: CONCEPT VISUALIZATION
- WHAT’S THE BREAKTHROUGH SOLUTION? Generating breakthrough ideas calls for open exploration of new possibilities, including those that are outside your current set of considerations. Visualizing a richer and more distinct customer experience through iterative prototyping methods and co-creation with users results in a powerful and concrete refresh of your vision. GEAR 3: STRATEGIC BUSINESS DESIGN
- WHAT’S THE STRATEGY TO DELIVER AND WIN? Gear 3 is an essential extension of the innovation process – defining your strategy to make big ideas valuable and viable to both the market and to the enterprise. Visualization and system-mapping techniques equip you to design a winning strategy for all stakeholders and refocus your enterprise resources to set you on a path for long-term, market-inspired value-creation. Business Design is best practiced collaboratively across disciplines – having many sharp minds on the project, working openly and iteratively through every gear, and using the most appropriate tools to get the most out of each gear.

  5. Alex Osterwalder Business Model Canvas 2010 - 2013

  6. Business Model Thinking Assessment Each school of thought has its strengths and seeks to cover the intersection of consumers, technology and business Consumers Rotman Slywotzky Osterwalder Technology Business

  7. Starcher Group LLC The Starcher Group has been delivering on business model designs and advisory services since 2002, leveraging the best thinking across contributors and schools of thought, developing differentiated expertise where needed. All in support of growing enterprise value. Consumers Rotman Starcher Group Slywotzky Osterwalder Technology Business

  8. Bruce Starcher Starcher Group LLC Office: 708 406 9460 bruce@starchergroup.com www.starchergroup.com

More Related