gerbus workbook gamechangers germany 6-7 june 2017€¦ · strategy roadmap for your business...
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Executive Leadership ProgramIE Business School, Madridwith Prof. Peter Fisk9-11 March 2016
GERMANYGAMECHANGERS
Leading for smarter innovation and faster growth Executive program 6-7 June and 6-7 Sept 2017Prof. Peter Fisk, www.theGeniusWorks.com
Growth Hacking
Future Possibilities
Change theGame
Innovative Strategies
Business Impact:Your own Business Blueprint ready to implement
Strategy Roadmapfor your business
Business Modelfor your business
Experience Mapfor your business
Growth Horizonsfor your business
DesignThinking
BusinessFutures
HorizonPlanning
Customer Propositions
New BusinessModels
Business ModelDesign
CreativeStorytelling
CustomerExperiences
SmartSolutions
Making ChangeHappen
Growth Accelerators
Inspired Leadership
Prac
tical
Act
ion:
Test
ing
and
shap
ing
in y
our b
usin
ess
0830
1030
1300
1500
1630
1000
1200
1430
1630
1730
6 JuneFuture
Strategies
7 JuneBusiness
Design
6 SeptSmarter
Innovation
7 SeptAccelerating
Growth
1.1 Moonshot Thinking … What is your “10x not 10%” future?
10% better
10x better
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1.2 Future back … Define your inspiring business purpose?
What you do
What you do for the world
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1.3 Market Map … Where are the opportunities for growth?
2022Where are the relevanthigh growth geographic markets?
2018
Who are the relevant high growth
customers?
What are the relevanthigh growth market categories?
What are the relevant high growth
products/services?
2020
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1.4 Growth Map … Where are your priorities for growth?
Growth potential
Profit potential
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1.5 Change your game … Reframe your business context
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1.6 Change the game … Change “why + who + what + how”
Who
Why What
How
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1.7 Innovative strategies … Rethink how to “go to market”
Existing business
Innovative business … What will you do differently?
Customers
Products
Channels
Pricing
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1.8 Innovative strategies … Rethink how to “make it happen”
Existing business
Innovative business … What will you do differently?
Assets
Capabiklities
Resources
Partners
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BLUEPRINT 1 … STRATEGIC ROADMAP … What matters most?
Where to compete? How to compete? What to do to win?
Priorities for market focus Priorities for competitive advantage Priorities for value creation
Geographies, Categories, Customers Brands, Differentiation, Products and Services People, Organisation, Business Model
Why?
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2.1 Design Thinking … Finding the real problem to solve
Why?
Why?
Why?
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2.2 Design Thinking … Searching for new customer insight
Goal
What benefits does the customer expect or desire,
both rational and emotional?
What are the negatives in their current experience, bothrational and emotional?
What is the customer trying to do – the job they want to do,
or new goal to achieve?
Gains Pains
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2.3 Customer solutions … How to solve the problem better
Solution
Gain creators Pain relieversHow could you create customer gain, for example savings that make them happy, or deliver outcomes beyond expectations?
How could you remove the negatives, eg save time and effort, make them fee better,
remove negative impacts, or fears?
What are all the product and service components
that enable the customer to achieve their job better?
© GeniusWorks 2017 www.theGeniusWorks.com
2.4 Customer proposition … Defining value to the customer
Benefits Why do I need it?
DifferenceHow is it better?
ValueWhat is it worth to me?
© GeniusWorks 2017 www.theGeniusWorks.com
2.5 Business models … Visualising how the business works
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Donutselling
Low priced core than sell
extrasRyanair
SAP
Affiliateselling
Helping others to sell
productsAmazonPinterest
Auctionplatform
Selling other products to highest bid
EbayElance
Bartergoods
Exchange goods, no
moneyPay/TweetBarterbook
Cash advanceCustomer
pays before goods made
DellGroupon
Cross selling
Sell adjacent products to sell moreTchiboShell
Crowd funding
Financed by fans as first consumers
PebbleBrainpool
Crowd sourcingIdeas from
customers for reward
ThreadlessP&G
DigitalFormats
Turning physical into digital goods
NetflixDropbox
Directselling
Brand sold direct to customer
FirstDirectAussieFarm
sellingCustomer buys more
than productHarley Dav
Red Bull
Flat rate pricing
Single fee or subscrip. for unlimited use
NetflixSandals
FractionalOwnership
Customers each own
sharesNetjets
Homebuy
Franchise brand
Licensing format for a fee and %
SparLufthansa
FreemiumpaymentFree basic
then charge for premium
SkypeSpotify
Guarantee avaiiableAvailability
becomes key promiseNetjets
Hilti
Guaranteereplace
Builds trust in quality and
loyaltyTimberland
Tumi
revenueAlternative sources, egadvertising
GoogleMetro
Ingredientbranding
Branded part other brand proposition
GoretexIntel
Integrated supplyEfficiency through
supplychainZara
ExxonMobil
BrandCuratorBringing
together best brands
FabPos.Luxury
FunctionalspecialistAdding one
expert step to othersPayPalTrust-e
DataLeverage Reselling
aggregated customer data
Facebook23andMe
License brand
License brand or patent IPEd Hardy
ARM
UniqueFormatLock-in to compatible
formatsHP
iTunes
Long tail range
Offer huge range to many
nichesAmazoniTunes
MassCustomise
Make it personal for each person
DellBMW
NoFrills
Simple and minimal spec at lower costSouthwest
Accor
Open SourceMake IP
available to everyoneAndroid
Tesla
Solution Integrator
Connecting all sources and partners Li &
FungAccenture
Pay per use
Payment metered by use or time
ZipcarsAzuri Tech
Pay what you wantCustomer
choose the price
RadioheadPanera
Shareduse
Customers buy same productAirbnb
RelayRides
Peer to Peer
Customers buy from
customersCraigslist
Zopa
Resultsbased
Price based on agreed outcomes
Rolls RoyceXerox
Razor and Blade
Low price core, high price refills
GilletteNespresso
Rent don’t buy
Time based fee for period
of useXeroxRegus
RevenuesharingShare with
others to inccustom base
AA/BAApp Store
ReverseInnovateSell simple products in mainstream
HaierOneLaptop
One forOne
Charge the rich to fund
the poorToms
Narayana
Self service
Customers do more
themselvesIKEA
McDonalds
Quality assuranceCertification and trusted
endorsementISO
Verisign
Multilevel marketingPyramid of customer
sellingTupperware
Avon
Subscribe to it
Customer pays regular
feeTime
DollarShave
Bottom of pyramid
Tailor offer to less wealthy customersTata NanoWalmart
Trash to cash
Turn waster into new productsBraskomEkocycle
Dynamic pricing
Prices changes by
demandPriceline
WallSt Bar
Co-createDesign
Customers are co-
designers of products
ThreadlessLocal Motors
WhitelabelMake
products for another brand
CottMcBride
Doing good
Benefits society or
environmentOxfam
Ecotricity
Experience
Advertising
2.6 Business models … 50 archetypes to adopt and adapt
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What products and services do we bring together for our customers?
Customers Communication Offerings
Channels
Relationships
Revenue streams Pricing models
Who are our target segments of customers and users?
Which types of distribution channels will we use to reach customers?
What kind of relationship do customers seek with us, and each other?
What benefits do we enable our customers to achieve?
What are the main sources of revenue, and which could be largest?
How, when and how often will we charge customers?
Proposition
Products & Services
What brand do we use? What are the key messages, and how do we engage customers?
2.7 Business model design … exploring the “demand” side
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What products and services do we bring together for our customers?
PartnersOfferings
Processes
Cost streams Investments
Who are the external partners to help us create and deliver the offerings?
What benefits do we enable our customers to achieve?
What are the main internal activities to create and deliver the offerings?
What are the most significant ongoing costs to create and deliver the offerings?
How much do we need to spend before we start earning?
Proposition
ResourcesWhat are the main internal resources to create and deliver the offerings?
Products & Services
What distinctive assets do we have to use in existing or new ways?
Assets
2.8 Business model design … exploring the “supply” side
© GeniusWorks 2017 www.theGeniusWorks.com
What products and services do we bring together for our customers?
Customers Communication PartnersOfferings
Channels
Relationships Processes
Revenue streams Pricing models Cost streams Investments
Who are our target segments of customers and users?
Which types of distribution channels will we use to reach customers?
What kind of relationship do customers seek with us, and each other?
Who are the external partners to help us create and deliver the offerings?
What benefits do we enable our customers to achieve?
What are the main internal activities to create and deliver the offerings?
What are the main sources of revenue, and which could be largest?
How, when and how often will we charge customers?
What are the most significant ongoing costs to create and deliver the offerings?
How much do we need to spend before we start earning?
Proposition
ResourcesWhat are the main internal resources to create and deliver the offerings?
Products & Services
What brand do we use? What are the key messages, and how do we engage customers?
What distinctive assets do we have to use in existing or new ways?
Assets
BLUEPRINT 2 … NEW BUSINESS MODEL … How will we work?
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