Camp for Company. How to structure a business idea Business Model Generation: Design. August 2013

Transcription

1 Camp for Company How to structure a business idea Business Model Generation: Design August 2013 Some diagrams and concepts taken from Business Model Foundry Gmbh 1

2 Business Model Generation 2

3 Design tools and techniques If you do not have a crystal ball, you will need to make assumptions when you define your business model. All business models need to be designed. Such activity means: The ability to imagine what does not exist yet ; Knowing the fundamental design techniques: Customer insights (empathy); Ideation; Visual thinking; Prototyping; Storytelling; Scenarios. Designing a product is not a one-time activity. You have to quickly adjust your design to constantly changing customer needs..and always keep the story interesting. TOM HULME: 3

4 The Empathy Map: Feel like your customer The empathy map: 4

5 Excercise Using the empathy map build a customer profile (the one who will buy your energy drink) profile by answering six questions: 1. What does she see? What does she hear? What does she really think and feel? What does she say and do? What is the customer s pain? What does the customer gain?... 5

6 Ideation Is the creative process that leads to the generation of ideas and the selection of the best of it to produce (products/services) business models Some hints: 1. Ignores the status quo (do not worry about operational problems); 2. do not look back (forget the past); 3. look no competitors; 4. challenge the orthodoxy. Ideation process: Crazy products example: creativeweird-inventions-and-concept-designs.html 6

7 Ideation. What if? Examples: IKEA. furniture buyers picked up components in flat pack form from a large warehouse and assembled the products themselves in their homes? Amazon. Marketplace for used books? Skype. voice calls were free worldwide? Daimler. car manufacturers didn't sell cars, but provided mobility services? (Uhlm-Car2go). 7

8 The Ideation Process A general approach: 1. Team composition (is our team sufficiently diverse to generate fresh business model ideas?); 2. Immersion (Which elements must we study before generating business model ideas? Research, studying customer or prospects, new technologies, workshop, etc.); 3. Expanding (What innovations can we imagine for each business model building block? Quantity and brainstorming); 4. Criteria selection (What are the most important criteria for prioritizing our business model ideas? Estimated implementation time, revenue potential, possible customer resistance, and impact on competitive advantage.) 5. Prototyping (sketch out and discuss each idea as a business model prototype). 8

9 Ideation. Some rules and an exercise 1. Assemble a Diverse Team (coming from different areas, different age, different skills, different experiences, different cultural characteristics, etc.) 2. Brainstorming (stay focused, to enforce the rules, think in a visual way - write down ideas in an area where everyone can see them, be prepared - before the immersion). 9

10 Visual thinking For visual thinking is meant the use of tools such as pictures, sketches, graphs and notes on Post-it to build and discuss an idea (it is difficult to build a model without representing it). In fact: being able to transmit and communicate the big picture - without displaying it - it is very difficult; move the discussion from abstract to concrete; brings out the logical gaps by facilitating discussion. 10

11 Two techniques and four processes Visual techniques: 1. Post-it; 2. Sketches. Processes: 1. Understanding; 2. Dialogue; 3. Exploration; 4. Communication. 11

12 Excercise Ideate/design the energy drink which fulfills the wishes of the customer defined n your empathy map 12

13 Explore Ideas "I begin with an idea and then it becomes something else." (P. Picasso). Crafting a business model is no different: you can start from any point on the "canvas"; ideas placed in the Canvas trigger new ones; the Canvas becomes a tool for facilitating the idea dialogue (for individuals sketching out their ideas and for groups developing ideas together). 13

14 Improve Communication Everybody in an organization needs to understand its business model, in order to: create a shared understanding of the model so they can move in the same strategic direction. "sell" ideas internally, entrepreneurs with plans based on new business models must sell them to other parties, such as investors or potential collaborators. Illustrazione Gerard Dubois 14

15 Prototyping it makes abstract concepts tangible and facilitates the exploration of new ideas. Prototyping comes from the design and engineering disciplines. It is less common in business management because of the less tangible nature of organizational behavior and strategy. A business model prototype can take the form of a simple sketch, a fully thought-through concept described with the Business Model Canvas, or a spreadsheet that simulates the financial workings of a new business. A prototype is a thinking tool that helps us explore different directions in which we could take our business model. (e.g.: What does it mean for the model if we add another client segment?) 15

16 storytelling Storytelling is an undervalued and underused art. It will help you effectively communicate what it is all about (good stories engage listeners). Why Storytelling? Makes the new tangible; makes everything clearer (promotes adhesion in order to be able to explain in detail to the model); involves people (people are more involved with story than logic. Makes it easier to relate to the audience);.make people dream Steve Jobs storytelling: 8 16

17 Techniques Each technique has advantages and disadvantages and is better suited for certain situations and audiences. Talk & Image Video Clip Role Play Text & Image Comic Strip Description When? Time & Cost Tell the story of a protagonist and his environment using one or several images Group or conference presentation Tell the story of a protagonist and his environment using video to blur lines between reality and fiction Broadcast to large audiences or inhouse use for decisions with important financial implications Have people play the roles of a story's protagonists to make the scenario real and tangible Workshops where participants present newly developed business model ideas to each other Tell the story of a protagonist and his environment using text and one or several images Reports or broadcasts to large audiences Use a series of cartoon images to tell the story of a protagonist in a tangible way Reports or broadcasts to large audiences Low Medium to high Low Low Low to medium 17

18 Scenarios planning Their main function is to give life to the process (development of the business model) explaining in detail the context in which it will be applied. There are many scenarios. Let us consider two: 1. build on an understanding of customers (which are the services, what types of customers, their desires, which objectives, etc...); 2. describe the future environments in which the business model will compete. Example scenario planning tools: 18

19 Thank you for your kind attention. Massimo Andriolo Stefano Martincigh 19