study of strategic drivers and patterns that change …
TRANSCRIPT
This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 737183. This reflects only the author's view and the European Commission is not responsible for any use that may be made of the information it contains.
STUDY OF STRATEGIC DRIVERS AND PATTERNS THAT CHANGE PLANET LABS’
BUSINESS MODEL CANVASMargalida Puigserver Rosselló
[email protected] of November of 2019, GA Brussels
• Planet Labs: Earth Observation Company operating CubeSats.
•
Planet was created as an Earth Observation company based on CubeSat operations. Recently, it has expanded its constellations with larger satellites, and has entered an innovative Mission 2 phase [1]. How and why have this changes happened? May the results be applied to other New Space companies?
CANVAS B.M.
COST SIDE VALUE SIDEKey Resources Value PropositionKey Activities Customer Segments
Key Partnerships Customer Relationships
Cost StructureChannels
Revenue Streams
Drivers & Patterns
CHANGESWHATHOWWHY
CONSEQUENCESDR
IVER
S
PATTERNS
Results Analysis
CUSTOMER SEGMENTS
CUSTOMER RELATIONSHIPS
CHANNELS
VALUE PROPOSITIONKEY ACTIVITIES
KEY RESOURCES
KEY PARTNERS
COST STRUCTURE
REVENUE STREAMS
Engineering and defense Data Analysis
Environmental and Agriculture Data Analysis
National and International Agencies
NGOs
Small companies and Organizations
Automated Services
Personalized Attention
Co-creation
Resellers and Distributors
Platforms
Solution Partners
Customer Attention
Conference Interviews
Open Sourced Channels & Creative Commons
Democratize Space Data
Good Performance
Costs Reduction
Easy Accessibility
Variety in Services
High Customization
Learn by Doing
Variety in Applications
Low Revisit Time
Data Licenses
Valuable Contracts
List Prices
Price dependent on features
Recurrent Payments
Constellations development & Maintenance
Ground Control
Software Develop.
Data Science Mission 2
Facilities
Machinery
Constellations
Data Bases
Human Resources
Ground Stations
Copyright
COTS Providers
Launchers & Deployers
Investors
Deliverers
Commercial Partners
Agriculture Partners
Intelligence Partners
Space Agencies
Salaries
Mission 2 Develop.
Manufacturing
Launches
Sat. Updates
Facilities
Facilities
COTS
Software Maintenance
Data Storage
Data Processing & Analysis
General Expansion
Increase in the number of contracts with National & Space
Agencies
Increase in Co-creation
Platform Update
Increase in Revenues
Increase in variety & customization
Settlement of value Proposition
Mission 2 Research
Satellite Design
Data Engineering & Research in Innovation
Constellations growth
Growth in all fields
New alliances
New collaborations
Coopetition
Investment in
Expansion
Investment in Innovation
Traits from the present CANVAS
Observed changes in CANVAS
Drivers of ChangeMarket Consolidation New Technologies
Market Opening Government’s growing Interest
Entrance of S&M Companies Higher CustomizationService as a Commodity Expansion & Innovation
Brand Consolidation
External Drivers Internal DriversInternal - External Drivers
Planet’s Traits Suiting Patterns
Growth through InnovationDecrease in Price of ServicesReduction in Cost Structure
Increase in number of customers
Automated Channels & Relationships
Long Tail B.M
Open Business Model
Democratizing B.M.
There seems to be a common pattern for the New Space companies
Conclusions
References
Planet’s Success Factors
• Use of new technologies.• Collaboration with partners.• Expansion to new markets.• Positive market’s tendencies.• Advances in Data Science.• Pursue of Innovation
Growth of the EO Market
• Because of the entrance of New Space companies.
• Because of the democratization of space.
• The growth of Planet is a reflection of this growth.
Future
• Update when Mission 2 is accomplished.
• Studies on more companies.
• Extrapolation.
[1] Planet. URL: https://www.planet.com(visited on 05/10/2019).
Methodology• Development of pre and
post change CANVAS B.M [2] and comparison.
• Analysis of changes, identification of drivers and suitable patterns.
[2] Pigneur Y. Osterwalder A. Business Model Generation.