evaluación dinámica iterativa de modelos de negocio
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Evaluación Dinámica Iterativa de Modelos de Negocio Iterative Business Model Evaluation Through Business
Model Value Network Dynamic Scorecard
Fabian Szulanski, Mphil (c ) Juan I. Onetto, MSc
Instituto Tecnológico de Buenos Aires
fabiansz@hotmail.com, jonetto@gmail.com
Customer Product ExperienceQuality Preceived Level
0
24 6
8
10
Unit price
0 100 200 300 400 500
2011 2012 2013 20140.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
5.0
Net
inco
me
Model to Simulate
CurrentDirect SellingE- Nespresso
Key Model Variable Value Response
Logistics provider Delivery in time rate
0 5 10 15 20 25 30days
2011 2012 2013 20140
10
20
30
40
50
60
70
80
90
100%
Pro
duce
r P
rodu
ctio
nEffi
cien
cy
CONCEPT BLENDING
ITERATIVE PROCESS
BUSINESS MODEL: AN EXAMPLE
SIMPLIFIED VALUE NETWORK
PROPOSED SD MODELMAIN STOCKS
Net income
Brand recognition
Units sold
Perceived customer experience
#of customersClarity of guidelines
Production efficiency
DSC
Customer Product ExperienceQuality Preceived Level
0
24 6
8
10
Unit price
0 100 200 300 400 500
2011 2012 2013 20140.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
5.0
Ne
t in
co
me
Model to Simulate
Current
Direct Selling
E- Nespresso
Key Model Variable Value Response
Logistics provider Delivery in time rate
0 5 10 15 20 25 30days
2011 2012 2013 20140
10
20
30
40
50
60
70
80
90
100%
Pro
du
ce
r P
ro
du
ctio
n
Effi
cie
ncy
EXAMPLE: SIMULATION OF BUSINESS MODELSNespresso Net income
(in Billions of $US)
1 yr 2yr 3yr 4yr
3.5
3
2.5
2
1.5
1
0.5
0
Nespresso Net income (in Billions of $US)
1 yr 2yr 3yr 4yr
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
CURRENT BUSINESS MODEL DIRECT SELLING MODEL
EXAMPLE: SIMULATION OF BUSINESS MODELS
CURRENT BUSINESS MODEL DIRECT SELLING MODEL
Perceived Customer Product Experience Quality
1 yr 2yr 3yr
10
9
8
7
6
5
4
3
2
1
0
CONCLUSIONS FOR THIS EXAMPLEWe wouldn’t recommend
refocusing 100% to the direct selling business
model,neither the E-Nespresso
business model, as the normal target market
just appreciate premium value propositions,
and wouldn’t tolerate lower levels of serviceand product quality.
They might be considered as small, experimental
pilot initiatives in order to generate marginal income.
GENERAL CONCLUSIONS
This is a powerful tool for evaluating complex businesses
with a deeper lense.
Other human centered approaches, such as Design
Thinking, Human and Life Centred Design, Voice of the
Customer, could be integrated into this decision making
process in future research
THANK YOU!
Fabián Juan
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