i2b. 2 [lecture] future. business model analysis 2
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jm.monguet@upc.edu | http://huntingmammoths.com
i2b/2. Practice Future
Business model analysis.
Commercial platform.
Josep Mª MonguetRFID , 2012
jm.monguet@upc.edu | http://huntingmammoths.com
Operative infrastructureEssential capacities Alliances Architecture
Commercial platform.Customers relationsDistribution channels Customers segments
Summary
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Business Model
Competitive Strategy
Business Model metaphor.
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Operative infrastructure Offer Commercial Platform
Essential capacities
Alliances Value proposal for customers
Customers relations
Customers segments
ArchitectureKey
Resources Key
Processes
Distribution channels
Costs structure Results Incomes flux
Business Model Canvas adapted from Osterwalderand Pigneur
Business Model Canvas
jm.monguet@upc.edu | http://huntingmammoths.com
Commercial platform
Customers RelationsOperative infrastructure Offer Commercial Platform
Essential capacities
Alliances Value proposal for customers
Customers relations
Customers segments
Architecture
Key Resources
Key Processes
Distribution channels
Costs structure Results Incomes flux
jm.monguet@upc.edu | http://huntingmammoths.com
Is relation with customers mainly based on trial and error?
Is relation with customers always oriented to selling ?
Is relation with customers often a personal relationship?
Customer relations
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Where the limits are ?
Customer relationsOpportunities
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Towards an integrated personal system?
Customer relationsModel
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Proposing the best for the costumer
Customer relationsCase / Google
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Customer relationsScope
Extended company through social intelligence
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Co-creation, collective design, ...
Customer relationsParticipation
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Commercial platform
Distribution channelsOperative infrastructure Offer Commercial Platform
Essential capacities
Alliances Value proposal for customers
Customers relations
Customers segments
Architecture
Key Resources
Key Processes
Distribution channels
Costs structure Results Incomes flux
jm.monguet@upc.edu | http://huntingmammoths.com
May be the business model strongly founded on the distribution channel?
Does physical and virtual channels form an hybrid distribution system?
Distribution channels
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How to help people to be more efficient in using and sharing things?
Distribution channelsDigital + physical
Internet of things and distribution.
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Extension of human capacities
Distribution channelsPhysical + Digital
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Incubation of ideas
“Entrepreneurship distribution”
Distribution channelsConcept innovation
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Key 1: Utility & Value
Distribution channelsCase / Infojobs
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Key 2: Usability
Distribution channelsCase / Infojobs
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Commercial platform
Customers segmentationOperative infrastructure Offer Commercial Platform
Essential capacities
Alliances Value proposal for customers
Customers relations
Customers segments
Architecture
Key Resources
Key Processes
Distribution channels
Costs structure Results Incomes flux
jm.monguet@upc.edu | http://huntingmammoths.com
Are our customers perfectly identified?
Do we know how many different customers may be interested in our product - service?
Customers segmentation
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Variables for segmentation
Kano model
Customers segmentationAnalysis
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Variables for segmentation
Customers segmentationAnalysis
Customer value model
Product A /Market 1
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The border of fighting
Customers segmentationSynthesis
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The car industry has been “behavioring” as if they were luxury shops. This is right for Ferrari and Porsche all the others are just supermarkets
The modelisation of the customer
Customers segmentationSynthesis
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