applied business development ii - kth.se/menu/general/column... · • ”pso-model ” •...
TRANSCRIPT
1
Applied Business Development II- 2009-11-24 -
Matti KaulioDept of Industrial Economics and Management
Royal Institute of Technology 100 44 Stockholm SwedenPhone +47 8 790 7607 Fax +46 8 20 35 41
E-mail mkauliokthse
20091124 - M Kaulio -
rdquoStarting-pointsrdquo
bull Coffee beans coffee brewing and coffee drinkingbull Eliminate - Reduce ndash Raise ndash Create
(4-action framework)bull Cross case analysis of disruptive innovators in the
TeleCom industry (Iphone Spotify and Skype)bull rdquoElevator pitchrdquo
bull What Would Google Do
20091124 - M Kaulio - 2
Similarities
bull rdquoNewrdquo entrantsbull Alternative businessrevenue modelbull QoS is lower in some dimensions but the total offer adds
large value for usersbull Focus on simplicity usability and rdquoself-managed servicesrdquobull Communitiesdirectories are one component in the offeringbull Utilize existing infrastructurebull The service can be seen as a rdquoplatformrdquo
rdquoThe Elevator Pitchrdquo
bull For (target customer)bull Who are dissatisfied with (the current market
alternative)bull our productservice is a (new product category)bull that provides (key problem-solving capability)bull Unlike (the productservice alternative)bull We have assembled (key whole productservice features
for your specific application)
Moore p 149
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Disruptive Techn Analysis (DTA)bull SWOTbull Process chartsbull Customer Interaction Mapsbull Value modelsbull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
New Entrants Enter
20091124 6- M Kaulio -
Industry Analysis 5-forces
Source DeWitt amp Meyer 2004
5-Forces amp Macro Environment
Source DeWitt amp Meyer 2004 Modified
Porterrsquos Value Chain
20091124 - M Kaulio - 9
Entrants from otherIndustriesbusinesses
Rivalry among operators Strength of buyersB2B amp B2CStrength of suppliers
Substitute productsNew technologies
Industry Structure ndash Telecommunications
bullTelecom manufacturerbullHome appliancemanufacturerbullPC manufacturer
bullBusinessbullHouseholds
bullElectric networksbullTelevison networksbullInter device communication
bullProcess synergiesbullDistribution synergiesbullBrand recognitionbullSpecialized solutionsbullhellip
Overview Evaluation of Threat
For each key segment evaluate substitutes vs key success factors (KSF)
Segment Corporate customers
Car retailers Leasing Renting C2C used cars
Cooperativeowning
Low upfront price
Low owning amp using costsAvailability amp reliabilityEase of service amprepairModel-changingcosts
End user appeal
Industry Analysis 5-forces
Source DeWitt amp Meyer 2004
Plummer mathematics
bull How many petrol stations are there in the USA
20091124 - M Kaulio - 13
New Entrants are Crossing the Chasm
20091124 14- M Kaulio -
Rogers (1984) rdquoDiffusion of Innovationrdquo
bull The Innovation process is a communication process
bull Criteria for fast diffusionndash Relative advantagendash Compatibilityndash Complexityndash Trailabilityndash Observability
20091124 15- M Kaulio -
Five Key Segments
bull Techiesbull Visionariesbull Pragmatistsbull Conservativesbull SkepticsLaggards
Moore 199116
Diffusion of Innovations
Time
Volume
17
Moore 1991
The product life-cycle
Late MajorityEarly MajorityEarly AdoptersInnovators Laggards
ConservativesPragmatistsVisionariesTechies SkepticsLaggards
Who communicates with who
18
Moore 1991
The mainstream market doesnt act on references from the early market
ConservativesPragmatistsVisionariesTechies Skeptics
Mainstream MarketEarly Market
Try it
Can it give us advantage
Stick with the herd
Hold on
No way
Crossing the Chasm
Product vendorrsquos problem
Most common vendor mistake
Solution
Moore 199119
80 of many solutions ndash 100 of nonePragmatists wonrsquot buy 80 solutions
Committing to the most common enhancement requestsNever finishing any one customerrsquos wish-list
Focus on a single beachheadAccelerate formation of that segmentrsquos ldquowhole productrdquo
The ldquochasmrdquo
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
rdquoStarting-pointsrdquo
bull Coffee beans coffee brewing and coffee drinkingbull Eliminate - Reduce ndash Raise ndash Create
(4-action framework)bull Cross case analysis of disruptive innovators in the
TeleCom industry (Iphone Spotify and Skype)bull rdquoElevator pitchrdquo
bull What Would Google Do
20091124 - M Kaulio - 2
Similarities
bull rdquoNewrdquo entrantsbull Alternative businessrevenue modelbull QoS is lower in some dimensions but the total offer adds
large value for usersbull Focus on simplicity usability and rdquoself-managed servicesrdquobull Communitiesdirectories are one component in the offeringbull Utilize existing infrastructurebull The service can be seen as a rdquoplatformrdquo
rdquoThe Elevator Pitchrdquo
bull For (target customer)bull Who are dissatisfied with (the current market
alternative)bull our productservice is a (new product category)bull that provides (key problem-solving capability)bull Unlike (the productservice alternative)bull We have assembled (key whole productservice features
for your specific application)
Moore p 149
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Disruptive Techn Analysis (DTA)bull SWOTbull Process chartsbull Customer Interaction Mapsbull Value modelsbull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
New Entrants Enter
20091124 6- M Kaulio -
Industry Analysis 5-forces
Source DeWitt amp Meyer 2004
5-Forces amp Macro Environment
Source DeWitt amp Meyer 2004 Modified
Porterrsquos Value Chain
20091124 - M Kaulio - 9
Entrants from otherIndustriesbusinesses
Rivalry among operators Strength of buyersB2B amp B2CStrength of suppliers
Substitute productsNew technologies
Industry Structure ndash Telecommunications
bullTelecom manufacturerbullHome appliancemanufacturerbullPC manufacturer
bullBusinessbullHouseholds
bullElectric networksbullTelevison networksbullInter device communication
bullProcess synergiesbullDistribution synergiesbullBrand recognitionbullSpecialized solutionsbullhellip
Overview Evaluation of Threat
For each key segment evaluate substitutes vs key success factors (KSF)
Segment Corporate customers
Car retailers Leasing Renting C2C used cars
Cooperativeowning
Low upfront price
Low owning amp using costsAvailability amp reliabilityEase of service amprepairModel-changingcosts
End user appeal
Industry Analysis 5-forces
Source DeWitt amp Meyer 2004
Plummer mathematics
bull How many petrol stations are there in the USA
20091124 - M Kaulio - 13
New Entrants are Crossing the Chasm
20091124 14- M Kaulio -
Rogers (1984) rdquoDiffusion of Innovationrdquo
bull The Innovation process is a communication process
bull Criteria for fast diffusionndash Relative advantagendash Compatibilityndash Complexityndash Trailabilityndash Observability
20091124 15- M Kaulio -
Five Key Segments
bull Techiesbull Visionariesbull Pragmatistsbull Conservativesbull SkepticsLaggards
Moore 199116
Diffusion of Innovations
Time
Volume
17
Moore 1991
The product life-cycle
Late MajorityEarly MajorityEarly AdoptersInnovators Laggards
ConservativesPragmatistsVisionariesTechies SkepticsLaggards
Who communicates with who
18
Moore 1991
The mainstream market doesnt act on references from the early market
ConservativesPragmatistsVisionariesTechies Skeptics
Mainstream MarketEarly Market
Try it
Can it give us advantage
Stick with the herd
Hold on
No way
Crossing the Chasm
Product vendorrsquos problem
Most common vendor mistake
Solution
Moore 199119
80 of many solutions ndash 100 of nonePragmatists wonrsquot buy 80 solutions
Committing to the most common enhancement requestsNever finishing any one customerrsquos wish-list
Focus on a single beachheadAccelerate formation of that segmentrsquos ldquowhole productrdquo
The ldquochasmrdquo
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
Similarities
bull rdquoNewrdquo entrantsbull Alternative businessrevenue modelbull QoS is lower in some dimensions but the total offer adds
large value for usersbull Focus on simplicity usability and rdquoself-managed servicesrdquobull Communitiesdirectories are one component in the offeringbull Utilize existing infrastructurebull The service can be seen as a rdquoplatformrdquo
rdquoThe Elevator Pitchrdquo
bull For (target customer)bull Who are dissatisfied with (the current market
alternative)bull our productservice is a (new product category)bull that provides (key problem-solving capability)bull Unlike (the productservice alternative)bull We have assembled (key whole productservice features
for your specific application)
Moore p 149
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Disruptive Techn Analysis (DTA)bull SWOTbull Process chartsbull Customer Interaction Mapsbull Value modelsbull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
New Entrants Enter
20091124 6- M Kaulio -
Industry Analysis 5-forces
Source DeWitt amp Meyer 2004
5-Forces amp Macro Environment
Source DeWitt amp Meyer 2004 Modified
Porterrsquos Value Chain
20091124 - M Kaulio - 9
Entrants from otherIndustriesbusinesses
Rivalry among operators Strength of buyersB2B amp B2CStrength of suppliers
Substitute productsNew technologies
Industry Structure ndash Telecommunications
bullTelecom manufacturerbullHome appliancemanufacturerbullPC manufacturer
bullBusinessbullHouseholds
bullElectric networksbullTelevison networksbullInter device communication
bullProcess synergiesbullDistribution synergiesbullBrand recognitionbullSpecialized solutionsbullhellip
Overview Evaluation of Threat
For each key segment evaluate substitutes vs key success factors (KSF)
Segment Corporate customers
Car retailers Leasing Renting C2C used cars
Cooperativeowning
Low upfront price
Low owning amp using costsAvailability amp reliabilityEase of service amprepairModel-changingcosts
End user appeal
Industry Analysis 5-forces
Source DeWitt amp Meyer 2004
Plummer mathematics
bull How many petrol stations are there in the USA
20091124 - M Kaulio - 13
New Entrants are Crossing the Chasm
20091124 14- M Kaulio -
Rogers (1984) rdquoDiffusion of Innovationrdquo
bull The Innovation process is a communication process
bull Criteria for fast diffusionndash Relative advantagendash Compatibilityndash Complexityndash Trailabilityndash Observability
20091124 15- M Kaulio -
Five Key Segments
bull Techiesbull Visionariesbull Pragmatistsbull Conservativesbull SkepticsLaggards
Moore 199116
Diffusion of Innovations
Time
Volume
17
Moore 1991
The product life-cycle
Late MajorityEarly MajorityEarly AdoptersInnovators Laggards
ConservativesPragmatistsVisionariesTechies SkepticsLaggards
Who communicates with who
18
Moore 1991
The mainstream market doesnt act on references from the early market
ConservativesPragmatistsVisionariesTechies Skeptics
Mainstream MarketEarly Market
Try it
Can it give us advantage
Stick with the herd
Hold on
No way
Crossing the Chasm
Product vendorrsquos problem
Most common vendor mistake
Solution
Moore 199119
80 of many solutions ndash 100 of nonePragmatists wonrsquot buy 80 solutions
Committing to the most common enhancement requestsNever finishing any one customerrsquos wish-list
Focus on a single beachheadAccelerate formation of that segmentrsquos ldquowhole productrdquo
The ldquochasmrdquo
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
rdquoThe Elevator Pitchrdquo
bull For (target customer)bull Who are dissatisfied with (the current market
alternative)bull our productservice is a (new product category)bull that provides (key problem-solving capability)bull Unlike (the productservice alternative)bull We have assembled (key whole productservice features
for your specific application)
Moore p 149
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Disruptive Techn Analysis (DTA)bull SWOTbull Process chartsbull Customer Interaction Mapsbull Value modelsbull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
New Entrants Enter
20091124 6- M Kaulio -
Industry Analysis 5-forces
Source DeWitt amp Meyer 2004
5-Forces amp Macro Environment
Source DeWitt amp Meyer 2004 Modified
Porterrsquos Value Chain
20091124 - M Kaulio - 9
Entrants from otherIndustriesbusinesses
Rivalry among operators Strength of buyersB2B amp B2CStrength of suppliers
Substitute productsNew technologies
Industry Structure ndash Telecommunications
bullTelecom manufacturerbullHome appliancemanufacturerbullPC manufacturer
bullBusinessbullHouseholds
bullElectric networksbullTelevison networksbullInter device communication
bullProcess synergiesbullDistribution synergiesbullBrand recognitionbullSpecialized solutionsbullhellip
Overview Evaluation of Threat
For each key segment evaluate substitutes vs key success factors (KSF)
Segment Corporate customers
Car retailers Leasing Renting C2C used cars
Cooperativeowning
Low upfront price
Low owning amp using costsAvailability amp reliabilityEase of service amprepairModel-changingcosts
End user appeal
Industry Analysis 5-forces
Source DeWitt amp Meyer 2004
Plummer mathematics
bull How many petrol stations are there in the USA
20091124 - M Kaulio - 13
New Entrants are Crossing the Chasm
20091124 14- M Kaulio -
Rogers (1984) rdquoDiffusion of Innovationrdquo
bull The Innovation process is a communication process
bull Criteria for fast diffusionndash Relative advantagendash Compatibilityndash Complexityndash Trailabilityndash Observability
20091124 15- M Kaulio -
Five Key Segments
bull Techiesbull Visionariesbull Pragmatistsbull Conservativesbull SkepticsLaggards
Moore 199116
Diffusion of Innovations
Time
Volume
17
Moore 1991
The product life-cycle
Late MajorityEarly MajorityEarly AdoptersInnovators Laggards
ConservativesPragmatistsVisionariesTechies SkepticsLaggards
Who communicates with who
18
Moore 1991
The mainstream market doesnt act on references from the early market
ConservativesPragmatistsVisionariesTechies Skeptics
Mainstream MarketEarly Market
Try it
Can it give us advantage
Stick with the herd
Hold on
No way
Crossing the Chasm
Product vendorrsquos problem
Most common vendor mistake
Solution
Moore 199119
80 of many solutions ndash 100 of nonePragmatists wonrsquot buy 80 solutions
Committing to the most common enhancement requestsNever finishing any one customerrsquos wish-list
Focus on a single beachheadAccelerate formation of that segmentrsquos ldquowhole productrdquo
The ldquochasmrdquo
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Disruptive Techn Analysis (DTA)bull SWOTbull Process chartsbull Customer Interaction Mapsbull Value modelsbull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
New Entrants Enter
20091124 6- M Kaulio -
Industry Analysis 5-forces
Source DeWitt amp Meyer 2004
5-Forces amp Macro Environment
Source DeWitt amp Meyer 2004 Modified
Porterrsquos Value Chain
20091124 - M Kaulio - 9
Entrants from otherIndustriesbusinesses
Rivalry among operators Strength of buyersB2B amp B2CStrength of suppliers
Substitute productsNew technologies
Industry Structure ndash Telecommunications
bullTelecom manufacturerbullHome appliancemanufacturerbullPC manufacturer
bullBusinessbullHouseholds
bullElectric networksbullTelevison networksbullInter device communication
bullProcess synergiesbullDistribution synergiesbullBrand recognitionbullSpecialized solutionsbullhellip
Overview Evaluation of Threat
For each key segment evaluate substitutes vs key success factors (KSF)
Segment Corporate customers
Car retailers Leasing Renting C2C used cars
Cooperativeowning
Low upfront price
Low owning amp using costsAvailability amp reliabilityEase of service amprepairModel-changingcosts
End user appeal
Industry Analysis 5-forces
Source DeWitt amp Meyer 2004
Plummer mathematics
bull How many petrol stations are there in the USA
20091124 - M Kaulio - 13
New Entrants are Crossing the Chasm
20091124 14- M Kaulio -
Rogers (1984) rdquoDiffusion of Innovationrdquo
bull The Innovation process is a communication process
bull Criteria for fast diffusionndash Relative advantagendash Compatibilityndash Complexityndash Trailabilityndash Observability
20091124 15- M Kaulio -
Five Key Segments
bull Techiesbull Visionariesbull Pragmatistsbull Conservativesbull SkepticsLaggards
Moore 199116
Diffusion of Innovations
Time
Volume
17
Moore 1991
The product life-cycle
Late MajorityEarly MajorityEarly AdoptersInnovators Laggards
ConservativesPragmatistsVisionariesTechies SkepticsLaggards
Who communicates with who
18
Moore 1991
The mainstream market doesnt act on references from the early market
ConservativesPragmatistsVisionariesTechies Skeptics
Mainstream MarketEarly Market
Try it
Can it give us advantage
Stick with the herd
Hold on
No way
Crossing the Chasm
Product vendorrsquos problem
Most common vendor mistake
Solution
Moore 199119
80 of many solutions ndash 100 of nonePragmatists wonrsquot buy 80 solutions
Committing to the most common enhancement requestsNever finishing any one customerrsquos wish-list
Focus on a single beachheadAccelerate formation of that segmentrsquos ldquowhole productrdquo
The ldquochasmrdquo
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
New Entrants Enter
20091124 6- M Kaulio -
Industry Analysis 5-forces
Source DeWitt amp Meyer 2004
5-Forces amp Macro Environment
Source DeWitt amp Meyer 2004 Modified
Porterrsquos Value Chain
20091124 - M Kaulio - 9
Entrants from otherIndustriesbusinesses
Rivalry among operators Strength of buyersB2B amp B2CStrength of suppliers
Substitute productsNew technologies
Industry Structure ndash Telecommunications
bullTelecom manufacturerbullHome appliancemanufacturerbullPC manufacturer
bullBusinessbullHouseholds
bullElectric networksbullTelevison networksbullInter device communication
bullProcess synergiesbullDistribution synergiesbullBrand recognitionbullSpecialized solutionsbullhellip
Overview Evaluation of Threat
For each key segment evaluate substitutes vs key success factors (KSF)
Segment Corporate customers
Car retailers Leasing Renting C2C used cars
Cooperativeowning
Low upfront price
Low owning amp using costsAvailability amp reliabilityEase of service amprepairModel-changingcosts
End user appeal
Industry Analysis 5-forces
Source DeWitt amp Meyer 2004
Plummer mathematics
bull How many petrol stations are there in the USA
20091124 - M Kaulio - 13
New Entrants are Crossing the Chasm
20091124 14- M Kaulio -
Rogers (1984) rdquoDiffusion of Innovationrdquo
bull The Innovation process is a communication process
bull Criteria for fast diffusionndash Relative advantagendash Compatibilityndash Complexityndash Trailabilityndash Observability
20091124 15- M Kaulio -
Five Key Segments
bull Techiesbull Visionariesbull Pragmatistsbull Conservativesbull SkepticsLaggards
Moore 199116
Diffusion of Innovations
Time
Volume
17
Moore 1991
The product life-cycle
Late MajorityEarly MajorityEarly AdoptersInnovators Laggards
ConservativesPragmatistsVisionariesTechies SkepticsLaggards
Who communicates with who
18
Moore 1991
The mainstream market doesnt act on references from the early market
ConservativesPragmatistsVisionariesTechies Skeptics
Mainstream MarketEarly Market
Try it
Can it give us advantage
Stick with the herd
Hold on
No way
Crossing the Chasm
Product vendorrsquos problem
Most common vendor mistake
Solution
Moore 199119
80 of many solutions ndash 100 of nonePragmatists wonrsquot buy 80 solutions
Committing to the most common enhancement requestsNever finishing any one customerrsquos wish-list
Focus on a single beachheadAccelerate formation of that segmentrsquos ldquowhole productrdquo
The ldquochasmrdquo
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
Industry Analysis 5-forces
Source DeWitt amp Meyer 2004
5-Forces amp Macro Environment
Source DeWitt amp Meyer 2004 Modified
Porterrsquos Value Chain
20091124 - M Kaulio - 9
Entrants from otherIndustriesbusinesses
Rivalry among operators Strength of buyersB2B amp B2CStrength of suppliers
Substitute productsNew technologies
Industry Structure ndash Telecommunications
bullTelecom manufacturerbullHome appliancemanufacturerbullPC manufacturer
bullBusinessbullHouseholds
bullElectric networksbullTelevison networksbullInter device communication
bullProcess synergiesbullDistribution synergiesbullBrand recognitionbullSpecialized solutionsbullhellip
Overview Evaluation of Threat
For each key segment evaluate substitutes vs key success factors (KSF)
Segment Corporate customers
Car retailers Leasing Renting C2C used cars
Cooperativeowning
Low upfront price
Low owning amp using costsAvailability amp reliabilityEase of service amprepairModel-changingcosts
End user appeal
Industry Analysis 5-forces
Source DeWitt amp Meyer 2004
Plummer mathematics
bull How many petrol stations are there in the USA
20091124 - M Kaulio - 13
New Entrants are Crossing the Chasm
20091124 14- M Kaulio -
Rogers (1984) rdquoDiffusion of Innovationrdquo
bull The Innovation process is a communication process
bull Criteria for fast diffusionndash Relative advantagendash Compatibilityndash Complexityndash Trailabilityndash Observability
20091124 15- M Kaulio -
Five Key Segments
bull Techiesbull Visionariesbull Pragmatistsbull Conservativesbull SkepticsLaggards
Moore 199116
Diffusion of Innovations
Time
Volume
17
Moore 1991
The product life-cycle
Late MajorityEarly MajorityEarly AdoptersInnovators Laggards
ConservativesPragmatistsVisionariesTechies SkepticsLaggards
Who communicates with who
18
Moore 1991
The mainstream market doesnt act on references from the early market
ConservativesPragmatistsVisionariesTechies Skeptics
Mainstream MarketEarly Market
Try it
Can it give us advantage
Stick with the herd
Hold on
No way
Crossing the Chasm
Product vendorrsquos problem
Most common vendor mistake
Solution
Moore 199119
80 of many solutions ndash 100 of nonePragmatists wonrsquot buy 80 solutions
Committing to the most common enhancement requestsNever finishing any one customerrsquos wish-list
Focus on a single beachheadAccelerate formation of that segmentrsquos ldquowhole productrdquo
The ldquochasmrdquo
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
5-Forces amp Macro Environment
Source DeWitt amp Meyer 2004 Modified
Porterrsquos Value Chain
20091124 - M Kaulio - 9
Entrants from otherIndustriesbusinesses
Rivalry among operators Strength of buyersB2B amp B2CStrength of suppliers
Substitute productsNew technologies
Industry Structure ndash Telecommunications
bullTelecom manufacturerbullHome appliancemanufacturerbullPC manufacturer
bullBusinessbullHouseholds
bullElectric networksbullTelevison networksbullInter device communication
bullProcess synergiesbullDistribution synergiesbullBrand recognitionbullSpecialized solutionsbullhellip
Overview Evaluation of Threat
For each key segment evaluate substitutes vs key success factors (KSF)
Segment Corporate customers
Car retailers Leasing Renting C2C used cars
Cooperativeowning
Low upfront price
Low owning amp using costsAvailability amp reliabilityEase of service amprepairModel-changingcosts
End user appeal
Industry Analysis 5-forces
Source DeWitt amp Meyer 2004
Plummer mathematics
bull How many petrol stations are there in the USA
20091124 - M Kaulio - 13
New Entrants are Crossing the Chasm
20091124 14- M Kaulio -
Rogers (1984) rdquoDiffusion of Innovationrdquo
bull The Innovation process is a communication process
bull Criteria for fast diffusionndash Relative advantagendash Compatibilityndash Complexityndash Trailabilityndash Observability
20091124 15- M Kaulio -
Five Key Segments
bull Techiesbull Visionariesbull Pragmatistsbull Conservativesbull SkepticsLaggards
Moore 199116
Diffusion of Innovations
Time
Volume
17
Moore 1991
The product life-cycle
Late MajorityEarly MajorityEarly AdoptersInnovators Laggards
ConservativesPragmatistsVisionariesTechies SkepticsLaggards
Who communicates with who
18
Moore 1991
The mainstream market doesnt act on references from the early market
ConservativesPragmatistsVisionariesTechies Skeptics
Mainstream MarketEarly Market
Try it
Can it give us advantage
Stick with the herd
Hold on
No way
Crossing the Chasm
Product vendorrsquos problem
Most common vendor mistake
Solution
Moore 199119
80 of many solutions ndash 100 of nonePragmatists wonrsquot buy 80 solutions
Committing to the most common enhancement requestsNever finishing any one customerrsquos wish-list
Focus on a single beachheadAccelerate formation of that segmentrsquos ldquowhole productrdquo
The ldquochasmrdquo
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
Porterrsquos Value Chain
20091124 - M Kaulio - 9
Entrants from otherIndustriesbusinesses
Rivalry among operators Strength of buyersB2B amp B2CStrength of suppliers
Substitute productsNew technologies
Industry Structure ndash Telecommunications
bullTelecom manufacturerbullHome appliancemanufacturerbullPC manufacturer
bullBusinessbullHouseholds
bullElectric networksbullTelevison networksbullInter device communication
bullProcess synergiesbullDistribution synergiesbullBrand recognitionbullSpecialized solutionsbullhellip
Overview Evaluation of Threat
For each key segment evaluate substitutes vs key success factors (KSF)
Segment Corporate customers
Car retailers Leasing Renting C2C used cars
Cooperativeowning
Low upfront price
Low owning amp using costsAvailability amp reliabilityEase of service amprepairModel-changingcosts
End user appeal
Industry Analysis 5-forces
Source DeWitt amp Meyer 2004
Plummer mathematics
bull How many petrol stations are there in the USA
20091124 - M Kaulio - 13
New Entrants are Crossing the Chasm
20091124 14- M Kaulio -
Rogers (1984) rdquoDiffusion of Innovationrdquo
bull The Innovation process is a communication process
bull Criteria for fast diffusionndash Relative advantagendash Compatibilityndash Complexityndash Trailabilityndash Observability
20091124 15- M Kaulio -
Five Key Segments
bull Techiesbull Visionariesbull Pragmatistsbull Conservativesbull SkepticsLaggards
Moore 199116
Diffusion of Innovations
Time
Volume
17
Moore 1991
The product life-cycle
Late MajorityEarly MajorityEarly AdoptersInnovators Laggards
ConservativesPragmatistsVisionariesTechies SkepticsLaggards
Who communicates with who
18
Moore 1991
The mainstream market doesnt act on references from the early market
ConservativesPragmatistsVisionariesTechies Skeptics
Mainstream MarketEarly Market
Try it
Can it give us advantage
Stick with the herd
Hold on
No way
Crossing the Chasm
Product vendorrsquos problem
Most common vendor mistake
Solution
Moore 199119
80 of many solutions ndash 100 of nonePragmatists wonrsquot buy 80 solutions
Committing to the most common enhancement requestsNever finishing any one customerrsquos wish-list
Focus on a single beachheadAccelerate formation of that segmentrsquos ldquowhole productrdquo
The ldquochasmrdquo
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
Entrants from otherIndustriesbusinesses
Rivalry among operators Strength of buyersB2B amp B2CStrength of suppliers
Substitute productsNew technologies
Industry Structure ndash Telecommunications
bullTelecom manufacturerbullHome appliancemanufacturerbullPC manufacturer
bullBusinessbullHouseholds
bullElectric networksbullTelevison networksbullInter device communication
bullProcess synergiesbullDistribution synergiesbullBrand recognitionbullSpecialized solutionsbullhellip
Overview Evaluation of Threat
For each key segment evaluate substitutes vs key success factors (KSF)
Segment Corporate customers
Car retailers Leasing Renting C2C used cars
Cooperativeowning
Low upfront price
Low owning amp using costsAvailability amp reliabilityEase of service amprepairModel-changingcosts
End user appeal
Industry Analysis 5-forces
Source DeWitt amp Meyer 2004
Plummer mathematics
bull How many petrol stations are there in the USA
20091124 - M Kaulio - 13
New Entrants are Crossing the Chasm
20091124 14- M Kaulio -
Rogers (1984) rdquoDiffusion of Innovationrdquo
bull The Innovation process is a communication process
bull Criteria for fast diffusionndash Relative advantagendash Compatibilityndash Complexityndash Trailabilityndash Observability
20091124 15- M Kaulio -
Five Key Segments
bull Techiesbull Visionariesbull Pragmatistsbull Conservativesbull SkepticsLaggards
Moore 199116
Diffusion of Innovations
Time
Volume
17
Moore 1991
The product life-cycle
Late MajorityEarly MajorityEarly AdoptersInnovators Laggards
ConservativesPragmatistsVisionariesTechies SkepticsLaggards
Who communicates with who
18
Moore 1991
The mainstream market doesnt act on references from the early market
ConservativesPragmatistsVisionariesTechies Skeptics
Mainstream MarketEarly Market
Try it
Can it give us advantage
Stick with the herd
Hold on
No way
Crossing the Chasm
Product vendorrsquos problem
Most common vendor mistake
Solution
Moore 199119
80 of many solutions ndash 100 of nonePragmatists wonrsquot buy 80 solutions
Committing to the most common enhancement requestsNever finishing any one customerrsquos wish-list
Focus on a single beachheadAccelerate formation of that segmentrsquos ldquowhole productrdquo
The ldquochasmrdquo
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
Overview Evaluation of Threat
For each key segment evaluate substitutes vs key success factors (KSF)
Segment Corporate customers
Car retailers Leasing Renting C2C used cars
Cooperativeowning
Low upfront price
Low owning amp using costsAvailability amp reliabilityEase of service amprepairModel-changingcosts
End user appeal
Industry Analysis 5-forces
Source DeWitt amp Meyer 2004
Plummer mathematics
bull How many petrol stations are there in the USA
20091124 - M Kaulio - 13
New Entrants are Crossing the Chasm
20091124 14- M Kaulio -
Rogers (1984) rdquoDiffusion of Innovationrdquo
bull The Innovation process is a communication process
bull Criteria for fast diffusionndash Relative advantagendash Compatibilityndash Complexityndash Trailabilityndash Observability
20091124 15- M Kaulio -
Five Key Segments
bull Techiesbull Visionariesbull Pragmatistsbull Conservativesbull SkepticsLaggards
Moore 199116
Diffusion of Innovations
Time
Volume
17
Moore 1991
The product life-cycle
Late MajorityEarly MajorityEarly AdoptersInnovators Laggards
ConservativesPragmatistsVisionariesTechies SkepticsLaggards
Who communicates with who
18
Moore 1991
The mainstream market doesnt act on references from the early market
ConservativesPragmatistsVisionariesTechies Skeptics
Mainstream MarketEarly Market
Try it
Can it give us advantage
Stick with the herd
Hold on
No way
Crossing the Chasm
Product vendorrsquos problem
Most common vendor mistake
Solution
Moore 199119
80 of many solutions ndash 100 of nonePragmatists wonrsquot buy 80 solutions
Committing to the most common enhancement requestsNever finishing any one customerrsquos wish-list
Focus on a single beachheadAccelerate formation of that segmentrsquos ldquowhole productrdquo
The ldquochasmrdquo
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
Industry Analysis 5-forces
Source DeWitt amp Meyer 2004
Plummer mathematics
bull How many petrol stations are there in the USA
20091124 - M Kaulio - 13
New Entrants are Crossing the Chasm
20091124 14- M Kaulio -
Rogers (1984) rdquoDiffusion of Innovationrdquo
bull The Innovation process is a communication process
bull Criteria for fast diffusionndash Relative advantagendash Compatibilityndash Complexityndash Trailabilityndash Observability
20091124 15- M Kaulio -
Five Key Segments
bull Techiesbull Visionariesbull Pragmatistsbull Conservativesbull SkepticsLaggards
Moore 199116
Diffusion of Innovations
Time
Volume
17
Moore 1991
The product life-cycle
Late MajorityEarly MajorityEarly AdoptersInnovators Laggards
ConservativesPragmatistsVisionariesTechies SkepticsLaggards
Who communicates with who
18
Moore 1991
The mainstream market doesnt act on references from the early market
ConservativesPragmatistsVisionariesTechies Skeptics
Mainstream MarketEarly Market
Try it
Can it give us advantage
Stick with the herd
Hold on
No way
Crossing the Chasm
Product vendorrsquos problem
Most common vendor mistake
Solution
Moore 199119
80 of many solutions ndash 100 of nonePragmatists wonrsquot buy 80 solutions
Committing to the most common enhancement requestsNever finishing any one customerrsquos wish-list
Focus on a single beachheadAccelerate formation of that segmentrsquos ldquowhole productrdquo
The ldquochasmrdquo
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
Plummer mathematics
bull How many petrol stations are there in the USA
20091124 - M Kaulio - 13
New Entrants are Crossing the Chasm
20091124 14- M Kaulio -
Rogers (1984) rdquoDiffusion of Innovationrdquo
bull The Innovation process is a communication process
bull Criteria for fast diffusionndash Relative advantagendash Compatibilityndash Complexityndash Trailabilityndash Observability
20091124 15- M Kaulio -
Five Key Segments
bull Techiesbull Visionariesbull Pragmatistsbull Conservativesbull SkepticsLaggards
Moore 199116
Diffusion of Innovations
Time
Volume
17
Moore 1991
The product life-cycle
Late MajorityEarly MajorityEarly AdoptersInnovators Laggards
ConservativesPragmatistsVisionariesTechies SkepticsLaggards
Who communicates with who
18
Moore 1991
The mainstream market doesnt act on references from the early market
ConservativesPragmatistsVisionariesTechies Skeptics
Mainstream MarketEarly Market
Try it
Can it give us advantage
Stick with the herd
Hold on
No way
Crossing the Chasm
Product vendorrsquos problem
Most common vendor mistake
Solution
Moore 199119
80 of many solutions ndash 100 of nonePragmatists wonrsquot buy 80 solutions
Committing to the most common enhancement requestsNever finishing any one customerrsquos wish-list
Focus on a single beachheadAccelerate formation of that segmentrsquos ldquowhole productrdquo
The ldquochasmrdquo
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
New Entrants are Crossing the Chasm
20091124 14- M Kaulio -
Rogers (1984) rdquoDiffusion of Innovationrdquo
bull The Innovation process is a communication process
bull Criteria for fast diffusionndash Relative advantagendash Compatibilityndash Complexityndash Trailabilityndash Observability
20091124 15- M Kaulio -
Five Key Segments
bull Techiesbull Visionariesbull Pragmatistsbull Conservativesbull SkepticsLaggards
Moore 199116
Diffusion of Innovations
Time
Volume
17
Moore 1991
The product life-cycle
Late MajorityEarly MajorityEarly AdoptersInnovators Laggards
ConservativesPragmatistsVisionariesTechies SkepticsLaggards
Who communicates with who
18
Moore 1991
The mainstream market doesnt act on references from the early market
ConservativesPragmatistsVisionariesTechies Skeptics
Mainstream MarketEarly Market
Try it
Can it give us advantage
Stick with the herd
Hold on
No way
Crossing the Chasm
Product vendorrsquos problem
Most common vendor mistake
Solution
Moore 199119
80 of many solutions ndash 100 of nonePragmatists wonrsquot buy 80 solutions
Committing to the most common enhancement requestsNever finishing any one customerrsquos wish-list
Focus on a single beachheadAccelerate formation of that segmentrsquos ldquowhole productrdquo
The ldquochasmrdquo
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
Rogers (1984) rdquoDiffusion of Innovationrdquo
bull The Innovation process is a communication process
bull Criteria for fast diffusionndash Relative advantagendash Compatibilityndash Complexityndash Trailabilityndash Observability
20091124 15- M Kaulio -
Five Key Segments
bull Techiesbull Visionariesbull Pragmatistsbull Conservativesbull SkepticsLaggards
Moore 199116
Diffusion of Innovations
Time
Volume
17
Moore 1991
The product life-cycle
Late MajorityEarly MajorityEarly AdoptersInnovators Laggards
ConservativesPragmatistsVisionariesTechies SkepticsLaggards
Who communicates with who
18
Moore 1991
The mainstream market doesnt act on references from the early market
ConservativesPragmatistsVisionariesTechies Skeptics
Mainstream MarketEarly Market
Try it
Can it give us advantage
Stick with the herd
Hold on
No way
Crossing the Chasm
Product vendorrsquos problem
Most common vendor mistake
Solution
Moore 199119
80 of many solutions ndash 100 of nonePragmatists wonrsquot buy 80 solutions
Committing to the most common enhancement requestsNever finishing any one customerrsquos wish-list
Focus on a single beachheadAccelerate formation of that segmentrsquos ldquowhole productrdquo
The ldquochasmrdquo
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
Five Key Segments
bull Techiesbull Visionariesbull Pragmatistsbull Conservativesbull SkepticsLaggards
Moore 199116
Diffusion of Innovations
Time
Volume
17
Moore 1991
The product life-cycle
Late MajorityEarly MajorityEarly AdoptersInnovators Laggards
ConservativesPragmatistsVisionariesTechies SkepticsLaggards
Who communicates with who
18
Moore 1991
The mainstream market doesnt act on references from the early market
ConservativesPragmatistsVisionariesTechies Skeptics
Mainstream MarketEarly Market
Try it
Can it give us advantage
Stick with the herd
Hold on
No way
Crossing the Chasm
Product vendorrsquos problem
Most common vendor mistake
Solution
Moore 199119
80 of many solutions ndash 100 of nonePragmatists wonrsquot buy 80 solutions
Committing to the most common enhancement requestsNever finishing any one customerrsquos wish-list
Focus on a single beachheadAccelerate formation of that segmentrsquos ldquowhole productrdquo
The ldquochasmrdquo
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
Diffusion of Innovations
Time
Volume
17
Moore 1991
The product life-cycle
Late MajorityEarly MajorityEarly AdoptersInnovators Laggards
ConservativesPragmatistsVisionariesTechies SkepticsLaggards
Who communicates with who
18
Moore 1991
The mainstream market doesnt act on references from the early market
ConservativesPragmatistsVisionariesTechies Skeptics
Mainstream MarketEarly Market
Try it
Can it give us advantage
Stick with the herd
Hold on
No way
Crossing the Chasm
Product vendorrsquos problem
Most common vendor mistake
Solution
Moore 199119
80 of many solutions ndash 100 of nonePragmatists wonrsquot buy 80 solutions
Committing to the most common enhancement requestsNever finishing any one customerrsquos wish-list
Focus on a single beachheadAccelerate formation of that segmentrsquos ldquowhole productrdquo
The ldquochasmrdquo
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
Who communicates with who
18
Moore 1991
The mainstream market doesnt act on references from the early market
ConservativesPragmatistsVisionariesTechies Skeptics
Mainstream MarketEarly Market
Try it
Can it give us advantage
Stick with the herd
Hold on
No way
Crossing the Chasm
Product vendorrsquos problem
Most common vendor mistake
Solution
Moore 199119
80 of many solutions ndash 100 of nonePragmatists wonrsquot buy 80 solutions
Committing to the most common enhancement requestsNever finishing any one customerrsquos wish-list
Focus on a single beachheadAccelerate formation of that segmentrsquos ldquowhole productrdquo
The ldquochasmrdquo
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
Crossing the Chasm
Product vendorrsquos problem
Most common vendor mistake
Solution
Moore 199119
80 of many solutions ndash 100 of nonePragmatists wonrsquot buy 80 solutions
Committing to the most common enhancement requestsNever finishing any one customerrsquos wish-list
Focus on a single beachheadAccelerate formation of that segmentrsquos ldquowhole productrdquo
The ldquochasmrdquo
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
Question
bull rdquoThe Chasmsrdquo is about High-tech Products - but are there High-tech products in Tele Communications or are they rdquoHigh-tech services
20091124 20- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
The Business Model
C
ORRevenue
model
BS
Costs Costs
Costs
Value Propositions
Business Concept
Customers
Offering
BusinessSystem
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
Two Sides of Offering Example
Business Concept
Value PropositionTime ReliabilityAccess
flexibility SecurityQuick amp Easy
BandWidth 247 HelpdeskFixed IP FireWallInstallation
service
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
Pricing
Pricing
Total for 3 PassengersFare Price 600 SEKInfant Fee 18200 SEKAirport Check-in Fee 17400 SEKSEK Web Baggage Fe 11200 SEKCredit card fee 17400 SEKSEK Priority Board 16800 SEKSEK Web Baggage Fe 56000 SEKTaxes Fees amp Charges 52800 SEK InsuranceTotal Price 190400 SEK
20091124 24- M Kaulio -
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
Revenue Models
bull Producer modelbull Broker modelbull Consultancy modelbull Performance-based modelbull The TelCom modelcombination model (fixed cost + opening cost +
variable cost opening fee + downloaded data)bull The TechTrade model Licenciering + royaltybull The rdquoGiletterdquo modelbull The rdquoDrug Dealerrdquo modelbull The rdquoGore-Tex modelrdquobull The rdquoAdoberdquo modelbull The rdquoSingerrdquo modelbull Internet Advertisment modelbull The Construction Industry model
20091124 25- M Kaulio -
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
rdquoToolsrdquo For Business Development
bull rdquoElevator Pitchrdquobull rdquoPSO-modelrdquobull rdquoRevenue modelsrdquobull rdquoStrategic canvasrdquobull rdquoFour action frameworkrdquobull rdquoParadoxesrdquobull rdquoPorters 5-forcesrdquobull rdquoPESTrdquobull rdquoPlummer mathematicsrdquobull rdquoTechnology adaption cyclerdquo
bull Discontinous Techn Analysis(DTA)
bull SWOTbull Process chartsbull Customer Interaction Mapsbull rdquoTeam-based appraochrdquobull Risk analysisbull Cashflow projectionsbull Modularizationbull Segmentation
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
Group Assignement II
bull rdquoThreats from Substitutesrdquobull Hand in by e-mail to mkauliokthse and
kentthorenedabkthsebull Latest on the 4th of December
20091124 - M Kaulio - 27
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
20091124 - M Kaulio - 28
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-
Different Kinds of Substitutes
Source Kim amp Mauborgne 2005
Form
(sol
utio
n)
FunctionUtility
Different
SameSame
Different
Substitute products
Rival products
Alternative products
NA
For products with the same purpose or underlying need there are 3 types of competition
- Applied Business Development II- 2009-11-24 -
- rdquoStarting-pointsrdquo
- Similarities
- rdquoThe Elevator Pitchrdquo
- rdquoToolsrdquo For Business Development
- New Entrants Enter
- Industry Analysis 5-forces
- 5-Forces amp Macro Environment
- Porterrsquos Value Chain
- Industry Structure ndash Telecommunications
- Overview Evaluation of Threat
- Industry Analysis 5-forces
- Plummer mathematics
- New Entrants are Crossing the Chasm
- Rogers (1984) rdquoDiffusion of Innovationrdquo
- Five Key Segments
- Diffusion of Innovations
- Who communicates with who
- Crossing the Chasm
- Question
- rdquoToolsrdquo For Business Development
- The Business Model
- Two Sides of Offering Example
- Slide Number 24
- Revenue Models
- rdquoToolsrdquo For Business Development
- Group Assignement II
- Slide Number 28
- Different Kinds of Substitutes
-