Document 335196

UnIversIty of St.Gallen
Institute of Technology Management
Chair Prof. Dr. O. Gassmann
Dufourstrasse 40a
CH-9000 St.Gallen
www.item.unisg.ch
www.bmi-lab.ch
Your Business Model Strategy
How do you apply the Business Model Navigator in your company? This checklist will help you to
successfully develop and initiate your personal business model innovation strategy. It addresses
those practitioners who want to drive business model innovation in their own company.
These worksheets are based on the four steps:
1. Initiation
2. Ideation
3. Integration
4. Implementation.
These worksheets follow ‘The Business Model NavigatorTM’.
© Gassmann, Oliver; Frankenberger, Karolin; Csik, Michaela:
The Business Model Navigator. 55 Models That Will Revolutionize Your Business, FT
Publishing/Pearson: London, New York, Boston 2014,
ISBN: 978-1-292-06581-6
All copyrights reserved by ITEM-HSG.
[2]
UnIversIty of St.Gallen
Institute of Technology Management
Chair Prof. Dr. O. Gassmann
Dufourstrasse 40a
CH-9000 St.Gallen
www.item.unisg.ch
www.bmi-lab.ch
Step 1: Initation
What does our existing business model look like?
Who is our target customer?
What do we offer to the customer?
How is the value proposition created?
Why does the business generate a profit?
© Gassmann, Oliver; Frankenberger, Karolin; Csik, Michaela: The Business Model Navigator TM. 55 Models That Will Revolutionize Your Business, FT
Publishing/Pearson: London, New York, Boston 2014, ISBN: 978-1-292-06581-6. All copyrights reserved by ITEM-HSG.
[3]
UnIversIty of St.Gallen
Institute of Technology Management
Chair Prof. Dr. O. Gassmann
Dufourstrasse 40a
CH-9000 St.Gallen
www.item.unisg.ch
www.bmi-lab.ch
Who are the relevant players in our field? Visualize them.
Who are the relevant actors in the context of our business model?
What are their needs and influence mechanisms?
Have they changed over the course of time?
© Gassmann, Oliver; Frankenberger, Karolin; Csik, Michaela: The Business Model Navigator TM. 55 Models That Will Revolutionize Your Business, FT
Publishing/Pearson: London, New York, Boston 2014, ISBN: 978-1-292-06581-6. All copyrights reserved by ITEM-HSG.
[4]
UnIversIty of St.Gallen
Institute of Technology Management
Chair Prof. Dr. O. Gassmann
Dufourstrasse 40a
CH-9000 St.Gallen
www.item.unisg.ch
www.bmi-lab.ch
What are the main change drivers in our industry, which might affect our business in the
next five to ten years? Be specific and provide examples.
Markets?
Technology?
Competition?
New Players?
Regulatory changes?
Others?
© Gassmann, Oliver; Frankenberger, Karolin; Csik, Michaela: The Business Model Navigator TM. 55 Models That Will Revolutionize Your Business, FT
Publishing/Pearson: London, New York, Boston 2014, ISBN: 978-1-292-06581-6. All copyrights reserved by ITEM-HSG.
UnIversIty of St.Gallen
Institute of Technology Management
Chair Prof. Dr. O. Gassmann
Dufourstrasse 40a
CH-9000 St.Gallen
www.item.unisg.ch
www.bmi-lab.ch
[5]
Step 2: Ideation
Circle those patterns that are potentially interesting for your business model innovation.
Provide a few keywords/examples
1 12 23
34 45 how they could apply:
Add‐On Direct Selling Integrator
Orchestrator Self‐Service
What
Value
What
Value
How
Value
How
Value
How
What
Value
How
2 Affiliation How Value
13 E‐Commerce
What
Value
How
24 Layer Player
What
How
35 Pay per Use What Value
46 Shop‐in‐Shop
What
Value
How
3 Aikido
What Value
14
Experience Selling
What
Value
How
25 Leverage Customer Data
Value
How 36 Pay what you want
What
Value 47 Solution Provider
What
Value
How
4 Auction
What Value
15 Flatrate
What
Value
26 License What
Value
How
37 Peer‐to‐Peer
What
Value
How 48 Subscription What
Value
5 Barter What
Value
16 Fractionalized Ownership
What
Value
How
Who
27 Lock‐In Value
How
38 Performance‐
based‐ contracting What
Value
How
49 Supermarket What
Value
How
6 Cash Machine
Value
How 17 Franchising
What
Value
How
28 Long Tail
What
Value
How
39 Razor and Blade
What
Value
How 9 Crowdsourcing
Value
How
20 Guaranteed Availability
What
Value
How
31 No Frills What
Value
How
Who
42
Reverse Engineering
What
Value
How
53 Ultimate Luxury
What Value
How
Who
10 Customer Loyalty
What
Value 21 Hidden Revenue
What
Value
How
Who
32 Open Business Model
Value
How
43 Reverse Innovation
What
How
54 User Designed
What
Value
How
11 Digitalization
What
How
22 Ingredient Branding What
How
33 Open Source
What
Value
How
44 Robin Hood What Value
Who
55 White Label
What
How
50 Target the Poor What Value
How
Who
7 18 29 40 51
Cross‐Selling
Freemium Make more Rent instead of Trash to Cash
What
What
of it
buy What
Value
Value
What
What
Value
How
Value
Value
How
How
30 41 Revenue 52 8 19 Mass Sharing
Two‐Sided Crowdfunding From Push‐to‐
Pull
Customization
What
Market
Value
What
What
Value
What
How
How
Value
Value
How
How
© Gassmann, Oliver; Frankenberger, Karolin; Csik, Michaela: The Business Model Navigator TM. 55 Models That Will Revolutionize Your Business, FT
Publishing/Pearson: London, New York, Boston 2014, ISBN: 978-1-292-06581-6. All copyrights reserved by ITEM-HSG.
[6]
UnIversIty of St.Gallen
Institute of Technology Management
Chair Prof. Dr. O. Gassmann
Dufourstrasse 40a
CH-9000 St.Gallen
www.item.unisg.ch
www.bmi-lab.ch
What could your future business model look like? (1/3)
Who is your target customer?
What do you offer to the customer?
How is the value proposition created?
Why does the business generate a profit?
© Gassmann, Oliver; Frankenberger, Karolin; Csik, Michaela: The Business Model Navigator TM. 55 Models That Will Revolutionize Your Business, FT
Publishing/Pearson: London, New York, Boston 2014, ISBN: 978-1-292-06581-6. All copyrights reserved by ITEM-HSG.
[7]
UnIversIty of St.Gallen
Institute of Technology Management
Chair Prof. Dr. O. Gassmann
Dufourstrasse 40a
CH-9000 St.Gallen
www.item.unisg.ch
www.bmi-lab.ch
What could your future business model look like? (2/3)
Who is your target customer?
What do you offer to the customer?
How is the value proposition created?
Why does the business generate a profit?
© Gassmann, Oliver; Frankenberger, Karolin; Csik, Michaela: The Business Model Navigator TM. 55 Models That Will Revolutionize Your Business, FT
Publishing/Pearson: London, New York, Boston 2014, ISBN: 978-1-292-06581-6. All copyrights reserved by ITEM-HSG.
[8]
UnIversIty of St.Gallen
Institute of Technology Management
Chair Prof. Dr. O. Gassmann
Dufourstrasse 40a
CH-9000 St.Gallen
www.item.unisg.ch
www.bmi-lab.ch
What could your future business model look like? (3/3)
Who is your target customer?
What do you offer to the customer?
How is the value proposition created?
Why does the business generate a profit?
© Gassmann, Oliver; Frankenberger, Karolin; Csik, Michaela: The Business Model Navigator TM. 55 Models That Will Revolutionize Your Business, FT
Publishing/Pearson: London, New York, Boston 2014, ISBN: 978-1-292-06581-6. All copyrights reserved by ITEM-HSG.
[9]
UnIversIty of St.Gallen
Institute of Technology Management
Chair Prof. Dr. O. Gassmann
Dufourstrasse 40a
CH-9000 St.Gallen
www.item.unisg.ch
www.bmi-lab.ch
Step 3: Integration
Answer two major questions about your business model idea:
(1) Internal consistency:
Is the business model consistent in its core dimensions who-what-how-why?
1) Do we understand the customer's problem or customer's desire?
2) Do we have a solution people actually want and does it solve the problem?
3) Do we know all required activities, resources and partners to build this solution?
4) Based on all required activities, can this be a profitable business?
(2) External consistency:
Is the business model consistent with the external change drivers?
Markets?
Technology?
Competition?
New Players?
Regulatory changes?
Others?
© Gassmann, Oliver; Frankenberger, Karolin; Csik, Michaela: The Business Model Navigator TM. 55 Models That Will Revolutionize Your Business, FT
Publishing/Pearson: London, New York, Boston 2014, ISBN: 978-1-292-06581-6. All copyrights reserved by ITEM-HSG.
[10]
UnIversIty of St.Gallen
Institute of Technology Management
Chair Prof. Dr. O. Gassmann
Dufourstrasse 40a
CH-9000 St.Gallen
www.item.unisg.ch
www.bmi-lab.ch
What are our assumptions for the proposed business model?
What are your most riskiest business model assumptions?
How will we test our assumptions in the pilot phase?
© Gassmann, Oliver; Frankenberger, Karolin; Csik, Michaela: The Business Model Navigator TM. 55 Models That Will Revolutionize Your Business, FT
Publishing/Pearson: London, New York, Boston 2014, ISBN: 978-1-292-06581-6. All copyrights reserved by ITEM-HSG.
[11]
UnIversIty of St.Gallen
Institute of Technology Management
Chair Prof. Dr. O. Gassmann
Dufourstrasse 40a
CH-9000 St.Gallen
www.item.unisg.ch
www.bmi-lab.ch
Step 4: Implementation
How will we operationally set up our BMI project?
- Who should be on the team?
- Leader?
- Sponsor?
- Mentor?
- Separate unit or integrated?
- Time frame?
- Who needs to be involved (stakeholders)?
© Gassmann, Oliver; Frankenberger, Karolin; Csik, Michaela: The Business Model Navigator TM. 55 Models That Will Revolutionize Your Business, FT
Publishing/Pearson: London, New York, Boston 2014, ISBN: 978-1-292-06581-6. All copyrights reserved by ITEM-HSG.
[12]
UnIversIty of St.Gallen
Institute of Technology Management
Chair Prof. Dr. O. Gassmann
Dufourstrasse 40a
CH-9000 St.Gallen
www.item.unisg.ch
www.bmi-lab.ch
What are the biggest barriers for required change within our organization?
How to address them?
Biggest barriers in our organization?
How to address these barriers?
© Gassmann, Oliver; Frankenberger, Karolin; Csik, Michaela: The Business Model Navigator TM. 55 Models That Will Revolutionize Your Business, FT
Publishing/Pearson: London, New York, Boston 2014, ISBN: 978-1-292-06581-6. All copyrights reserved by ITEM-HSG.