Business Model Design and Innovation For Competitive Advantage 19352

Management2.
0:
Competitive Advantage through
Business Model Design & Innovation
Guadalajara, June 2007
Alexander Osterwalder,
PhD
alex@arvetica.com
change is the process by

which the future invades
our lives
-> Alvin Toffler
first of all: what

are YOUR
concerns?
(buzz groups)
what are YOUR biggest issues and

fears you face in strategic
management today?
where do YOU see the largest

opportunities to improve strategic
management today?
your expectations for

today?
what is
innovation?
tell me about the most

important innovations in
your company
types of
innovation?
technology
innovation
process
innovation
product &
service
innovation
business model
innovation
four rings of
innovation
businessmodelinnovation
product&serviceinnovation
processinnovation
technologyinnovation
whichoneofyour
examplesqualifyas
businessmodel
innovation?
Businessmodelinnovationmattersanditis
atoppriorityofCEOs
Operating Margin Growth in Excess of

Competitive Peers
compound annual growth rate over five
years
[Source: IBM, CEOs are expanding the innovation horizon: important implications for CIOs]
Benefits Cited by Business Model

Innovators
percent of respondents
[Source: IBM, Global CEO Study 2006]
someexamples
NetJets: Fractional
Ownership
Zopa.com: Peer-to-Peer
lending
Bellum Concepts
why talk about

business
models?
how do you describe

a business model?
without a common
language
how do you
communicate a
business model?
1%
Strategy
18%
300%
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Text
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Development plan
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blandit mollis, massa purus posuere purus, quis molestie ligula massa eu metus. Duis placerat, nulla sit amet ornare interdum, neque nunc
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eget augue suscipit ullamcorper. Aenean eleifend porta orci.
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consectetuer adipiscing elit. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Maecenas vel enim et
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in, enim. Nulla auctor semper urna. Quisque a elit eu purus iaculis vestibulum. Aliquam dictum risus at odio. Fusce at lorem et elit faucibus
placerat. Aenean velit. Proin elit odio, blandit et, scelerisque quis, pulvinar a, dui. Nunc magna dolor, bibendum ut, accumsan congue,
tincidunt sit amet, neque. Proin consequat tincidunt lacus. In urna dui, congue nec, tincidunt sit amet, facilisis imperdiet, lorem.
12%
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vitae arcu consequat fringilla. Cras magna risus, placerat eget, egestas consectetuer, ornare vel, felis. Nam ornare justo id orci mattis
ultricies. Morbi luctus. Ut pretium odio ac libero. Nunc sollicitudin pharetra lorem. Aenean scelerisque, lacus eget ullamcorper scelerisque,
ipsum urna viverra mi, eget viverra quam eros eget velit. Ut lacinia feugiat purus. Cum sociis natoque penatibus et magnis dis parturient
montes, nascetur ridiculus mus. Etiam nunc nisl, aliquam blandit, luctus id, commodo laoreet, sem. Phasellus sit amet orci ut sapien
vulputate pellentesque. Pellentesque dapibus purus et quam. Nam sit amet magna in neque dignissim sodales. Aenean non justo nec
magna lobortis volutpat.
Words
through inappropriate
means
Ok
Here
Here
CEOs
10
Managers
60
Staff
360
how do you implement a business

model?
with outdated
methods
how do you measure the

success of a business
model?
we dont
how do you change a

business model and
innovate?
we re-invent the
wheel
what is a
business
model?
business model framework

INFRASTRUCTURE
CORE
CAPABILITIES
PARTNER
NETWORK
ACTIVITY
CONFIGURATION
COST
STRUCTURE
OFFER
VALUE
PROPOSITION
FINANCE
CUSTOMER
RELATIONSHIPS
DISTRIBUTION
CHANNELS
CUSTOMER
CUSTOMER
SEGMENTS
REVENUE
STREAMS
a business model describes the value an organization offers to

various customers and portrays the capabilities and partners
required for creating, marketing, and delivering this value and
relationship capital with the goal of generating profitable and
sustainable revenue streams
[Osterwalder (2004) The Business Model Ontology]
case study
you become the new owner of

a soccer club
describe YOUR
clubs business
model
what value proposition do you

offer, to which customer
segments?
describing how a wealth management bank acquires its clients

segments? (model)
OFFER
CUSTOMER
VALUE
PROPOSITION
CUSTOMER
SEGMENTS
value proposition 1
value proposition 2
target customer 1
target customer 2

segments? (example)
OFFER
CUSTOMER
spectacular
offensive football
fans
advertising space &

high visibility
advertisers
how do you reach your

customers?
how do you reach your customers?

(model)
OFFER
CUSTOMER
VALUE
PROPOSITION
COMMUNICATION
& DISTRIBUTION
CHANNELS
CUSTOMER
SEGMENTS
value proposition 1
value proposition 2
channel 1
channel 2
target customer 1
target customer 2
how do you reach your customers?

(example)
OFFER
CUSTOMER
stadium & box office
spectacular
offensive football
club owned TV
channel
fans
mobile phone TV
advertising space &
high visibility
sales force
advertisers
how do you build

relationships?
how do you build

relationships with your
customers? (model)
OFFER
CUSTOMER
VALUE
PROPOSITION
CUSTOMER
RELATIONSHIP
CUSTOMER
SEGMENTS
value proposition 1
value proposition 2
mechanism 1
mechanism 2
target customer 1
target customer 2
how do you build

relationships with your
customers? (example)
OFFER
CUSTOMER
personalized website
(ticketing)
spectacular
offensive football
team blog (RSS)
fans
how do you earn your money

with this business model?

(model)
OFFER
FINANCE
VALUE
PROPOSITION
REVENUE
STREAMS
CUSTOMER
SEGMENTS
value proposition 1
value proposition 2
revenue stream 1
revenue stream 2
target customer 1
target customer 2

(example)
OFFER
FINANCE
ticket sales
spectacular
offensive football
TV channel
subscriber fees
fans
mobile phone TV
subscriber fees
advertising space &
high visibility
advertising revenues
advertisers
the business
models place in
a company
STRATEGY
BUSINES
S MODEL
ORGANIZATION
TECHNOLOGY
the business models place in the

company
external
forces
5 forces
customer
needs
technologic
al change
BUSINES
S MODEL
legal
environme
nt
social
environmen
t
competitio
n
the big picture (business

model)
the big
picture
Partner Network
Core Capability
play attractive & win
games
brand management
video images
channel management
food & beverages

ticketing services
promoters
ad placement
telecom operator
TV operator
Activity Configuration
team management
event management
venue management
ticketing
VIP relationship
management
video crew
Cost Structure
Customer Relationship
team & maintenance

infrastructure management
marketing
video
Value Proposition
attractive soccer
360 event (match,
dining, shopping)
exclusive VIP lounges
merchandising
renting out stadium
personalized web profile

newsletter
team blog (RSS)
VIP events with team
Distribution Channel
stadium
POS networks
club website (+online TV)
club cable TV channel
mobile phone TV channel
Revenue Model
Ticket fees & season tickets

online TV subscription revenues
revenue sharing cable & mobile phone TV
renting out stadium for events
merchandising revenues
Target Customer
fans (families, etc.)

fan groups
companies
event/concert organizers
advertisers
value creates
revenues
Partner Network
Core Capability
games
brand management
video images
channel management
food & beverages

ticketing services
promoters
ad placement
telecom operator
TV operator
team management
event management
venue management
ticketing
VIP relationship
management
video crew
Cost Structure
team & maintenance

marketing
video
Value Proposition
attractive soccer
360 event (match,
dining, shopping)
merchandising
renting out stadium

newsletter
team blog (RSS)
stadium
POS networks
Revenue Model

Target Customer

fan groups
companies
advertisers
creating value requires

infrastructure
Partner Network
Core Capability
games
brand management
video images
channel management
food & beverages

ticketing services
promoters
ad placement
telecom operator
TV operator
team management
event management
venue management
ticketing
VIP relationship
management
video crew
Cost Structure
team & maintenance

marketing
video
Value Proposition
attractive soccer
360 event (match,
dining, shopping)
merchandising
renting out stadium

newsletter
team blog (RSS)
stadium
POS networks
Revenue Model

Target Customer

fan groups
companies
advertisers
infrastructure generates
costs
Partner Network
Core Capability
games
brand management
video images
channel management
food & beverages

ticketing services
promoters
ad placement
telecom operator
TV operator
team management
event management
venue management
ticketing
VIP relationship
management
video crew
Cost Structure
team & maintenance

marketing
video
Value Proposition
attractive soccer
360 event (match,
dining, shopping)
merchandising
renting out stadium

newsletter
team blog (RSS)
stadium
POS networks
Revenue Model

Target Customer

fan groups
companies
advertisers
the profit
zone
Partner Network
Core Capability
games
brand management
video images
channel management
food & beverages

ticketing services
promoters
ad placement
telecom operator
TV operator
Value Proposition
attractive soccer
360 event (match,
dining, shopping)
merchandising
renting out stadium
team management
event management
venue management
ticketing
VIP relationship
management
video crew
Cost Structure
team & maintenance

marketing
video

newsletter
team blog (RSS)
stadium
POS networks
Revenue Model
<

Target Customer

fan groups
companies
advertisers
the process of
designing
innovative
business models
the focus of the

business model
innovator &
designer
usercentered
CORE
CAPABILITIES
PARTNER
NETWORK
ACTIVITY
CONFIGURATION
COST
STRUCTURE
VALUE
PROPOSITION
CUSTOMER
RELATIONSHIPS
DISTRIBUTION
CHANNELS
REVENUE
STREAMS
CUSTOMER
SEGMENTS
Nokia: Jan
Chipchase
creativity &
exploration
Googlepl
ex
70:20:10
API
CORE
CAPABILITIES
PARTNER
NETWORK
ACTIVITY
CONFIGURATION
COST
STRUCTURE
VALUE
PROPOSITION
CUSTOMER
RELATIONSHIPS
DISTRIBUTION
CHANNELS
REVENUE
STREAMS
CUSTOMER
SEGMENTS
continuous
innovation
interdisciplinary
approach
Grameen Phone
Bangladesh
Grameen
Bank
customer
relationships
telecom
operators
micro-credit
mobile
telephony
activity
configuration
village
telephony
phone ladies
villager
source of
revenue
Grameen
Bank (billing)
phone ladies
billing
telecom
infrastructure
mobile phone
revenues
holistic
design
Apple iTunes &

iPod
content
producers
lifestyle brand
hardware
suppliers
hardware &
softw. dev.
prod. & softw.

design
e-commerce
brand
management
multimedia
rights mgmt
content
hardware
distribution
iPod
Apple stores
iBook
dealer
network
multimedia
downloads
iTunes
content
distribution
cost structure
hardware
revenues
multimedia
revenues
high-end
consumer
strategic
fit
the Amazon.com you

know
Amazon Simple Storage

Services (S3)
customer
relationships
partners
product
selection
content
management
selling stuff
on the Web
Amazon.com
mass
customer
warehousing
& distribution
Amazon S3
Internet API
Web2.0
companies
data services
A9 product
search
Internet
e-commerce
sites
distribution
product
search
Amazon.com
data grid
selling stuff
IT infra
data storage
fees
marketing
search engine
revenues
the business
modelers
toolbox
cocreation
ideatio
n
visualizati
on
prototyping
the design
process
1. identify interdisciplinary
stakeholders
-> set-up team
do you have to get the

IT team out of their
cubicles?
2. understand (business)
environment
> frame problem
various starting points / depending

on context
CORE
CAPABILITIES
PARTNER
NETWORK
ACTIVITY
CONFIGURATION
COST
STRUCTURE
VALUE
PROPOSITION
CUSTOMER
RELATIONSHIPS
DISTRIBUTION
CHANNELS
CUSTOMER
SEGMENTS
REVENUE
STREAMS
[Osterwalder (2004) The Business Model Ontology]
3. suspend
reality
-> ideate
4. bring back
reality ->
prototype
5. chose suitable
design
-> decide
6. sketch out projects &

workload
-> draw implementation
plan
Area
Value
Proposition
Project
name
Estimated
workload
Project V1
10
man/days
Project V2
120
man/days
Distribution
38
Project C1
Channels
man/days
7. outline key indicators to

follow
-> choose measures
Area
Value
Proposition
Project
name
Target
Estimated KPI
workload (measure) level
Project V1
10
man/days
Project V2
120
man/days
Distribution
38
Project C1
Channels
man/days
8. select the right teams and

people
-> make responsible
Area
Value
Proposition
Project
name
Target
Estimated KPI
workload (measure) level
leader
Project V1
10
man/days
Mr. Jan
Project V2
120
man/days
Ms. Tee
Distribution
38
Project C1
Channels
man/days
9. execute the plan

-> manage implementation &
change
10. evaluate, learn and

redesign
-> manage
improvement
designing blue
oceans
> market boundaries

are not given
> they are
reconstructed by the
actions & beliefs of
industry players
REDOCEAN
BLUEOCEAN
competeinexistingmarkets
createuncontestedmarkets
beatthecompetition
makecompetitionirrelevant
exploreexistingdemand
create&capturenewdemand
makethevalue/costtradoff
breakvalue/costtradoff
alignwithdifferentiationOR
lowcost
alignwithdifferentiation
ANDlowcost
differentiate your value

proposition
working definition value

proposition
a customer value proposition gives an overall

view of a company's bundle of products,
services and client advice.
it is the sum of the total benefits a customer is
promised to receive in return for a payment (or
other value transfer)
group warmup
what are the 5
most important
competitive
attributes that
characterize a
game consoles
offer?
(e.g. price, performance,
design)
attribut
e2
e.g.
price
attribute 1
e.g.
performanc
e
5
attributes
1
2
1. most important attribu

2. second most important
3.
4.
3
4
1.
2.
3.
4.
5.
draw a value proposition
banks performance
5 - high
3 - medium
1 - low
2
3
1
4
5
e
e
e
e
e
t
t
t
t
t
u
u
u
u
u
b
b
b
b
b
i
i
i
i
i
r
r
t
t
tr
tr
tr
at
at
at
at
at
[Kim & Mauborgne (2002) Charting Your Company's Future]
live
Excel
eliminate
raise
reduce
create
strong & valuable approach, but

limited view
CORE
CAPABILITIES
PARTNER
NETWORK
ACTIVITY
CONFIGURATION
COST
STRUCTURE
VALUE
PROPOSITION
CUSTOMER
RELATIONSHIPS
DISTRIBUTION
CHANNELS
REVENUE
STREAMS
CUSTOMER
SEGMENTS
examples
Goldcorp
exploiting
mines
geology prize
500000 $US
CUSTOMER
RELATIONSHIPS
mining
research
DISTRIBUTION
CHANNELS
low costs through

open exploration
REVENUE
STREAMS
CUSTOMER
SEGMENTS
Goldcorppubliclysharedallofitsgeologicaldataand
offeredUS$500000inprizesfordeterminingwherethey
mightfindthenext6millionouncesofgold
from copyright to creative

commons
Skyp
e
eBay
deliver voice &
video quality
software
development
software
development
website
free VoIP & value
added services
global
(non segmented)
internet
large scale
low margin
freevoiceoverIPVoIPtelephony&
valueaddedservices
1291
Cityhomes
lowcosthotel/rentalinNewYorkCity
young
curious
Swiss
CUSTOMER
RELATIONSHIPS
apartment
owners
keep down
costs
renting out
rooms
low cost
accommodation
New York
DISTRIBUTION
CHANNELS
find demand
low cost
rents
the cost
sensible
Tecnovat
e
import young
curious
Europeans to
India to work
keep down
costs
ACTIVITY
CONFIGURATION
low cost
CUSTOMER
RELATIONSHIPS
low-cost multilingual call

center
outsourcing
DISTRIBUTION
CHANNELS
European
corporations
REVENUE
STREAMS
businessprocessoutsourcingupsidedowninIndia
Netflix
large movie
database
independent
films
ACTIVITY
CONFIGURATION
COST
STRUCTURE
(niche) movies
over the
Internet
profile
specialized
clientele
Web
REVENUE
STREAMS
onlinemovierental(withlargenichemoviedatabase)
from bloated head to the

long tail
Alexander Osterwalder, PhD

alex@arvetica.com
www.arvetica.com
all photos from Flickr

under a creative commons license
authors indicated in comment page
of ppt
we co-create
Nobody knows your business environment better than

yourself. We co-design your strategic vision by building
on your knowledge. Through group thinking we find the
right answers to the right questions together
we operationalize
Having a great vision is not sufficient - implementation

counts. We help you reconcile long term views with short
term actions. We make strategy everyone's job by
translating it into pragmatic and prioritized projects.
we manage change
Change does not happen accidentally it has to be

managed. We help you align strategy, people and
processes with respect to your organizational culture and
values.
we build knowledge
When you stop learning, you stop competing. We scan the

knowledge universe for you, across disciplines and
industries. We transfer the best methods, tools and
theory in business to your organization.
we connect
Specific problems require specific skills that you do not

necessarily dispose of in-house. Through our
interdisciplinary network we connect you with leading
domain experts.
annexes
annex I
business model
template
INFRASTRUCTURE
PARTNER
NETWORK
CORE
CAPABILITIES
OFFER
CUSTOMER
RELATIONSHIP
VALUE
PROPOSITION
VALUE
CONFIGURATION
COST
STRUCTURE
TARGET
CUSTOMER
DISTRIBUTION
CHANNEL
FINANCE
CUSTOMER
REVENUE
STREAMS
a business model describes the value an organization offers to

various customers and portrays the capabilities and partners
required for creating, marketing, and delivering this value and
relationship capital with the goal of generating profitable and
sustainable revenue streams
describing a companys business model
INFRASTRUCTURE
CORE
CAPABILITIES
outlines the capabilities
required to run a
company's business
model
PARTNER
NETWORK
CUSTOMER
RELATIONSHIP
OFFER
portrays the network of

cooperative
agreements with other
companies
VALUE
CONFIGURATION
VALUE
PROPOSITION
gives an overall view of

a company's bundle of
products and services
COST
STRUCTURE
DISTRIBUTION
CHANNEL
TARGET
CUSTOMER
describes the
customers a company
wants to offer value to
describes the channels

to communicate and
get in touch with
customers
describes the
arrangement of
activities and resources
sums up the monetary

consequences to run a
business model
explains the
relationships a
company establishes
with its customers
CUSTOMER
FINANCE
REVENUE
STREAMS
describes the revenue

streams through which
money is earned
describing a companys offer

OFFER
VALUE
PROPOSITION
value proposition 1
value proposition 2
describing who a company offers value to

OFFER
CUSTOMER
VALUE
PROPOSITION
TARGET
CUSTOMER
value proposition 1
value proposition 2
target customer 1
target customer 2
describing how a company reaches its customers

OFFER
CUSTOMER
VALUE
PROPOSITION
DISTRIBUTION
CHANNEL
TARGET
CUSTOMER
value proposition 1
value proposition 2
distribution channel 1
distribution channel 2
target customer 1
target customer 2
describing the relationships a company builds

OFFER
CUSTOMER
VALUE
PROPOSITION
CUSTOMER
RELATIONSHIP
TARGET
CUSTOMER
value proposition 1
value proposition 2
relationship type 1
relationship type 2
target customer 1
target customer 2
describing how a company makes money

OFFER
FINANCE
CUSTOMER
VALUE
PROPOSITION
REVENUE
STREAM
TARGET
CUSTOMER
value proposition 1
value proposition 2
revenue stream 1
revenue stream 2
target customer 1
target customer 2
describing what capabilities are required

INFRASTRUCTURE
OFFER
CORE
CAPABILITIES
VALUE
PROPOSITION
core capability 1
core capability 2
value proposition 1
value proposition 2
describing what activities are required

INFRASTRUCTURE
OFFER
CORE
CAPABILITIES
VALUE
CONFIGURATION
VALUE
PROPOSITION
core capability 1
core capability 2
activity 1
activity 2
value proposition 1
value proposition 2
describing the partners that leverage the business model

INFRASTRUCTURE
OFFER
CORE
CAPABILITIES
PARTNER
NETWORK
VALUE
PROPOSITION
core capability 1
core capability 2
partner 1
partner 2
value proposition 1
value proposition 2
describing the costs of a business model

INFRASTRUCTURE
FINANCE
OFFER
CORE
CAPABILITIES
COST
STRUCTURE
VALUE
PROPOSITION
core capability 1
core capability 2
cost account 1
cost account 2
value proposition 1
value proposition 2
annex ii
other

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Management2.

change is the process by

first of all: what

what are YOUR biggest issues and

where do YOU see the largest

your expectations for

tell me about the most

Operating Margin Growth in Excess of

Benefits Cited by Business Model

[Source: IBM, Global CEO Study 2006]

why talk about

how do you describe

how do you implement a business

how do you measure the

how do you change a

business model framework

a business model describes the value an organization offers to

[Osterwalder (2004) The Business Model Ontology]

you become the new owner of

what value proposition do you

describing how a wealth management bank acquires its clients

what value proposition do you

what value proposition do you

advertising space &

how do you reach your

how do you reach your customers?

how do you reach your customers?

how do you build

how do you build

how do you build

team blog (RSS)

how do you earn your money

how do you earn your money

how do you earn your money

the business models place in the

the big picture (business

food & beverages

team & maintenance

personalized web profile

Ticket fees & season tickets

fans (families, etc.)

food & beverages

team & maintenance

personalized web profile

Ticket fees & season tickets

fans (families, etc.)

creating value requires

food & beverages

team & maintenance

personalized web profile

Ticket fees & season tickets

fans (families, etc.)

food & beverages

team & maintenance

personalized web profile

Ticket fees & season tickets

fans (families, etc.)

food & beverages

team & maintenance

personalized web profile

Ticket fees & season tickets

fans (families, etc.)

the focus of the