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Document 6562354
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.
