faberlab: business model canvas e l'arte di innovare
DESCRIPTION
Se volete lanciare una nuova idea di business o volete rivedere il vostro modo di fare impresa, in questo intervento al FaberLab di Varese, si introducono i metodi, i processi e gli strumenti più innovativi per farlo.TRANSCRIPT
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www.faberlab.orgPER TUTTI I DETTAGLI
25 SETTEMBREH. 20.30 - 22.30
INTERVENGONO: GIOVANNI CARUSO - FACILITATORE E BUSINESS DEISGNER
LAURA CATTANEO - AMMINISTRATORE DELEGATO DI PLASTIK TEXTILE
IL BUSINESS MODEL CANVAS E L’ARTE DI COSTRUIRE INNOVAZIONE
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GIOVANNI CARUSO #facilitatore #businessdesigner about.me/giovanni.caruso linkedin.com/in/giocaruso [email protected] @GioCaru
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ALCUNE REFERENZE
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Un Modello di Business descrive la modalità attraverso la quale u n ’ o r g a n i z z a z i o n e c r e a , distribuisce e cattura valore
A. Osterwalder – B. Business Model Generation
Modello di Business
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1 perché dobbiamo cambiare
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2 come possiamo farlo?
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3 farlo diverso
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1 perché dobbiamo cambiare
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dobbiamo ripensare il modo di fare business!
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oggi sono in atto
cambiamenti mai visti prima…
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SOSTENIBILITA’
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CRISI DEL CREDITO
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“IT’S MY TURN” ECONOMY
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NUOVE GENERAZIONI
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RIVOLUZIONE WWW
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NUOVE TECNOLOGIE
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IL MONDO E’ CAMBIATO
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DALLE NEWS….. DALLE NEWS…..
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DALLE NEWS….. ….AI SOCIAL
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DAI LIBRI…..
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…AGLI EBOOKS
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DALL’ATTESA SOTTO LA NEVE…..
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…..ALLA SEMPLICE PRESSIONE DI UN BOTTONE
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DAI NEGOZI DI VIDEO…..
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….A NETFLIX (o youtube)
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DA QUESTO….
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…..AD AMAZON
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COME UN PARCO DIVERTIMENTI PIENO DI GIOSTRE.
NON TUTTE SONO DIVERTENTI
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LA VELOCITA’ E’ AUMENTATA
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E FOCALIZZARSI SULL’INNOVAZIONE DI PRODOTTO NON BASTA
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IL MONDO E’ CAMBIATO
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33 2 come possiamo farlo?
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“Cosa FARE quando i PROBLEMI sono REALI, gli
interessi in gioco sono ELEVATI, il TEMPO a
disposizione è BREVE e le RISPOSTE teoriche sono
INADEGUATE?”
- Larry Keeley
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E QUINDI?
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-‐1
0
1
2
3
4
5
6
Innovatori di Prodo4/Servizi/
Merca;
Innovatori di Opera;ons
Innovatori di Business Model
CRESCITA DEL MARGINE OPERATIVO RISPETTO ALLA CONCORRENZA
Source: IBM Business model innova;on — The new route to compe;;ve advantage. 2006
(Percentuale annuale composta del tasso di crescita su 5 anni)
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Source: BCG Business Model Innova;on – When the Game Gets Tough, Change the Game. 2009
1,7
0,1
1,7
8,5
6,1
2,7
0 1 2 3 4 5 6 7 8 9
Tre Anni Cinque Anni Dieci Anni Product/Market Innovators
Business Model Innovators
BUSINESS MODEL INNOVATORS SUPERANO GLI INNOVATORI
TRADIZIONALI
TSR (%) Total
Shareholders Rates rispeYo ai compe;tors
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Nuovi problemi RICHIEDONO
NUOVI SKILLS, NUOVE FORMA
MENTIS E NUOVI STRUMENTI
“Follia è fare sempre la stessa cosa e aspettarsi
risultati diversi.” A. Einstein
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IMMAGINIAMO….
….UNA RIUNIONE
LAVORATIVA.…
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SERVE UN LINGUAGGIO COMUNE
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OGNI modello di business può essere descritto attraverso NOVE ELEMENTI BASE denominati BUILDING BLOCKS
Business Model CANVAS
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Parte Sinistra Efficienza
Parte Destra Valore
Business Model CANVAS
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Infrastru)ura [COME?]
Clien5 [CHI?]
Aspe9 Economici -‐ Finanziari
Offerta [COSA?]
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#1 – SEGMENTI DI CLIENTELA
I Clienti sono il cuore del modello di business.
NON ESISTONO per comprare i TUOI PRODOTTI.
Tu ESISTI per loro!
Ho iden1ficato un problema (o un insieme di problemi) che val la pena
risolvere?
Image by JAM
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#2 – VALORE OFFERTO
Ho costruito “qualcosa” che le persone vogliono?
Insieme di prodotti e/o servizi che creano valore per uno specifico
segmento di clientela
Image by JAM
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#3 – CANALI
I Canali sono i punti di contatto con i segmenti di clientela e sono decisivi per la customer experience.
Come fanno i Clien1 a trovare ed
acquistare i nostri prodoD?
Image by JAM
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#4 – RELAZIONI CON I CLIENTI
Come fanno i Clien1 a
relazionarsi con noi?
Image by JAM
Descrive le tipologie di relazioni che un’azienda s tabi l isce con uno specifico segmento di clientela.
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Il cash generato da ogni Segmento di CLIENTELA
#5 – FLUSSI DI RICAVI
Come generiamo ricavi?
Image by JAM
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#6 – RISORSE CHIAVE
Gli assets più importanti affinché il modello di business funzioni.
Image by JAM
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Le attività più importanti che un’azienda deve fare affinché il suo
modello di business funzioni.
#7 – ATTIVITA’ CHIAVE
Image by JAM
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#8 – PARTNER CHIAVE
Rete di Fornitori e Partner che permette al modello di business
di funzionare
Image by JAM
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Quanto COSTA il modello di business?
#9 – STRUTTURA DEI COSTI
Image by JAM
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Image by JAM
QUADRO DI RIFERIMENTO CHE VI AIUTERA’ A (RI)PENSARE LA VOSTRA
MODALITA’ DI CREARE VALORE
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Business Model Canvas: COME SI UTILIZZA?
Stampare il CANVAS su un cartellone di
grandi dimensioni
Appendere il CANVAS al muro
Disegnare il proprio modello di business u;lizzando i Post-‐it®
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“per innovare è necessario INDIVIDUARE i PROBLEMI
IMPORTANTI in modo sistematico e ANALIZZARLI
per ottenere SOLUZIONI RAFFINATE”
- Larry Keeley
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L’idea può arrivare da uno qualunque dei nove settori della
cornice.
INNOVAZIONE
"Esistono solo 3 colori, 10 cifre e 7 note; è ciò che facciamo con loro
che è importante - Ruth Ross
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C$ R$
KR
KA KP VP CR CS
CH
C$ R$
KR
KA KP VP CR CS
CH
C$ R$
KR
KA KP VP CR CS
CH
C$ R$
KR
KA KP VP CR CS
CH
C$ R$
KR
KA KP VP CR CS
CH
Guidato dall’Offerta
Guidato dalle Finanze
Guidato dalle Risorse
Guidato dal Cliente
Epicentri Multipli
INNOVAZIONE
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60 3 farlo diverso
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3.1 guardare
la realtà
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“Questo si traduce nell’adesione alle circostanze, ai mutamenti
dell'ambiente, alle scoperte delle scienze, significa non perdere di
vista il mercato, guardare, osservare e proporre risposte
concrete sempre piu corrispondenti e convenienti ai
bisogni degli uomini.”
INNOVARE è aderire alla realtà
- P. Bazzoni
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I bravi artisti copiano, i
grandi artisti rubano.
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“Ho rubato ogni mia mossa dai grandi
giocatori: cerco solo di renderli orgogliosi,
perché ho imparato così tanto da loro.
Si fa tutto in onore del gioco, una faccenda enormemente più grande di me.”
— Kobe Bryant
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Replicare & Combinare.
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Amazon (1995)
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Affitto di immobili
- Airbnb (2005) -
Abbigliamento
- Zalando (2008) -
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mobilità
- Car2Go (2008) -
costruzioni
- Hilti (1941) -
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3.2 prototipare
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la medesima tecnologia, il
medesimo prodotto o servizio può avere NUMEROSI modelli
di business
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Creare Modelli di Business – A. Osterwalder"
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Design dei prototipi del modello di business
Design del modello di business da
implementare
INCERTEZZA PATTERNS VISIONE
CHIAREZZA FOCUS
Ricerca e comprensione
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3.3 testare
le ipotesi
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E ADESSO?
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RICERCARE QUELLO CHE FUNZIONA
ESEGUIRE UNA
STRATEGIA
VS
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Congettura Congettura
Congettura
Congettura Congettura
Congettura
Congettura
Congettura Congettura
VERIFICA SISTEMATICA DELLE IPOTESI
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business plan?"
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finiscono qui…."
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…o qui…"
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Business Plan: un insieme di ipotesi
“Build and they will come” is not a
strategy, it’s a prayer” - Steve Blank
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“I CLIENTI non si comportano come PREVISTO dal Business Plan”
Alexander Osterwalder, author Business Model Genera4on
“Nessun Business Plan SOPRAVVIVE al primo contaYo con i CLIENTI”
Steven Blank, author The Startup Owner's Manual
“Tu4 hanno un PIANO finché non prendono il PRIMO PUGNO in faccia”
Mike Tyson
Business Plan: un insieme di ipotesi
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CUSTOMER DEVELOPMENT Il CUSTOMER DEVELOPMENT è il processo ITERATIVO attraverso il
quale si VALIDANO le proprie IPOTESI, CONVERTENDOLE in
FATTI.
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VERIFICA DI OGNI IPOTESI
customer discovery
customer validation
customer creation
pivot (repeat * until proven)
company building
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PERFETTA ESECUZIONE DI UN BUSINESS PLAN
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• Progettare il dispositivo; • Progettare i satelliti; • Acquistare 15 missili per il lancio dei satelliti in orbita; dalla Russia, dagli USA e dalla Cina; • Costruire 90 satelliti; • Lanciare e posizionare 77 satelliti; • Costruire una organizzazione in grado di farlo; • Costruire l’organizzazione di marketing e vendite;
By Hugowoz: www.hugowix.it"
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1991 • Fondazione; 1998 • tutto pronto per la prima telefonata; • $5,2 miliardi spesi; 1998 • il 1° Novembre, il vicepresidente Al Gore fa la prima telefonata;
1999 • 13 agosto: L’azienda fallisce; 2001 • $6 miliardi di attrezzature ed il marchio vengono acquistate per 25 milioni
By Hugowoz: www.hugowix.it"
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96 1 perché dobbiamo cambiare
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97 2 come possiamo farlo?
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98 3 farlo diverso
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99
“Non tutti gli erranti sono perduti”
Bilbo Baggings
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www.faberlab.orgPER TUTTI I DETTAGLI
25 SETTEMBREH. 20.30 - 22.30
INTERVENGONO: GIOVANNI CARUSO - FACILITATORE E BUSINESS DEISGNER
LAURA CATTANEO - AMMINISTRATORE DELEGATO DI PLASTIK TEXTILE
IL BUSINESS MODEL CANVAS E L’ARTE DI COSTRUIRE INNOVAZIONE
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Credits V. 1.0
By Giovanni Caruso – Crea;ve Common 3.0 BY–SA License – hYp://about.me/giovanni.caruso -‐ [email protected] -‐ hYps://www.linkedin.com/in/giocaruso -‐ hYps://twiYer.com/GioCaru
Work inspired by great slides, books and posts wriYen by:
• Alexander Osterwalder: hYp://alexosterwalder.com • Steve Blank: hYp://steveblank.com • Patrick van der Pij: hYp://businessmodelinc.com • Aus;n Kleon: hYp://aus;nkleon.com • Larry Keeley: hYp://Doblin.com • Nick De Mey: hYp://boardofinnova;on.com • Ugo Donelli e Sergio Bonomi: hYp://hugowiz.it
Thanks to: • Laura CaYaneo, AD Plas;k Tex;le – hYp://plas;k.it • Giorgio Ferrari: it.linkedin.com/in/giorgioferrari • Daniele Radici: it.linkedin.com/in/danieleradici/it • Francesca Miche4: it.linkedin.com/pub/francesca-‐miche4/7/353/9/it
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BOOKS and WEB SITES
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WEB
• hYp://alexosterwalder.com/
• hYp://strategyzer.com/
• hYp://www.businessmodelgenera;on.com/
• hYp://www.businessmodelalchemist.com/
• hYp://businessmodelhub.com/
• hYp://www.businessmodelsinc.com/
• hYp://bmdesigner.com/
• …..
• hYp://hugowitz.it/
• hYp://beople.me/
• hYp://businessmodelcanvas.it
• hYp://www.thedoers.co
BOOKS and WEB SITES