Appunti completi Business model innovation

MARKET SEGMENTS

The groups of customers to whom a value proposition is being offered, their willingness to pay…The largest the market size, the higher would be the likelihood of more revenues. In the sameway, the higher the willingness of customers to pay, the better a firm’s chance of obtaining hughprices for the benefits offered to the customers.

SEGMENTATION= type of customers, their preferences, geography, relationship with the firm+ CLUSTERING (combination of the criteria

CRITERIA FOR AN EFFECTIVE SEGMENTATION:

1. Measurable
2. Substantial
3. Accessible
4. Differentiable
5. Actionable

Competitors: cooperation (customers, governments, complementors) + competition

Purpose of market segmentation:

• Leverage scarce resources (efficiency)

GROWTH MODEL

What a firm has to do to increase the numbers of customers, willingness to payCompetitors= suppliers may demand higher prices for the firm’s input, customers may want pay alower price…Block strategy: defending the position in

The market even as it tries to win over more customers

Run strategy 7/10

Business model: a framework for making money, for creating, capturing and delivering value

INNOVATION: doing things differently from the norm, is changing the rules of the game

An example could be car sharing.

Generation of benefits -> a novel way in which one or more of the “values adding” activity is performed (as App Store)

Delivery benefits -> innovation can be in the way benefits are delivered to the customers

Monetization of benefits -> can be in which customers get to pay, how much for each benefit, when and how payments are made. How we make profits

Bmi does not mean to leapfrog (scavalcare) competitors with products that have better features

Most profitable bmi have little to do with products

The winner can be the firm that moved first to innovate or a firm that came in later and pursued a better bmi.

Razor and Blade BMI= The revenues comes not from the main product, but from other components of the product.

(es coffee machine- coffee capsules)Innovation= recombination of resources, it's part of the economic system Invention= a new idea, something that doesn't exist Type of innovation Product innovation= involves the introduction of a new good/service Process innovation= involves the implementation in the way a product is created or delivered Marketing innovation= new marketing methods (es packaging) Organizational innovation= involves the creation of new organizations, business practices BMI innovation= involves the way business is done in terms of capturing values Innovation to address societal challenges Social innovations= new ideas, institutions, or ways of working that meet social needs more effectively. Are new ideas that work in meeting social goals. It can be related to the target Frugal innovation = doing more with less (-resources, + values) It seeks to minimize the use of material and financial resources, characterized by low price and cutting-edge (all'

1. avanguardia)technology to achieve lower costs.
2. Discontinuous innovation= most of the time innovation take place within a set of rules which are clearly understood. Occasionally something happens which dislocates this framework and (struttura) changes the rules of the games. These changes have the capacity to redefine the space and the boundaries of the market. Sometimes is difficult to define boundary in the different market. The changes open up new opportunities but also challenge existing players to reframe (riformulare) what they’re doing.
3. BREAKTROUGH= is when a technology changes.
4. Trigger/sources of discontinuity:
   • New market emerges
   • New technology/political rules emerges…
5. New market emerges: market evolve through a process of gradual expansion but at certain times completely new markets emerge and cannot be predicted.
6. New technologies: new products… a new technology as a different basis for delivering value
7. Sea change in market sentiment: public opinion

shifts slowly and then tips over into a new model

Deregulation: political and market pressures lead to shifts in the regulatory framework (e.g. old monopolies in the fields of telecommunication were dismantled)

Fractures along fault lines: Long-standing issues of concern to a minority accumulate momentum (impetus) and suddenly the system switches

Shifts in the techno-economic paradigm: systemic changes that impact the whole sectors. Firms need to indulge in search behavior. Seeking out new possibilities which combine their knowledge about technologies.

BEING READY FOR DISCONTINUOUS INNOVATION:

1. SENDING OUT SCOUTS (esploratori): dispatch (spedire) idea hunters to track down new innovation triggers
2. EXPLORING MULTIPLE FUTURES: use scenario planning to prevent and act
3. USING THE WEB: harness the power of the web, to detect new trends
4. WORKING WITH ACTIVE USERS: team up with knowledgeable product and service users to see the ways in which they change
5. DEEP DIVING: in consumer research, study

what people actually do, rather than what they say they do 6. PROBE (sondare) AND LEARN: prototype quickly and often, rather than spending ages planning 7. MOBILITISE THE MAINSTREAM: activate users with the workforce- bring them into the product and development process 8. CORPORATE VENTURING: create venture units (investimenti) and give them freedom to do their job 9. CORPORATE ENTERPRENEURSHIP AND INTRA-PRENEURING: discover and nurture the entrepreneurial talent inside the organization 10. USER BROKERS AND BRIDGES: cast the ideas net far and wide 11. DELIBERATE DIVERSITY: create diverse team to challenge your assumption 12. IDEA GENERATORS: use creativity tools VALUE CO CREATION Customers have more choices that yield (producono) less satisfaction and top managers have more strategic options that yield less value Reexamination of the traditional system ofàcompany-centric value creation Co-creating unique value with customersàCocreation effectiveness varies by process stage

Generation à Main managerial issues

Dialogue with customers is very time-intensive

Maintain high standards of quality

Transparency vs. a potentially intrusive way of interaction

Individual customers vs. heterogenous demand

DART MODEL of value cocreation:

DIALOGUE, ACCESS, TRANSPARENCY, RISK.

D interactivity, engagements à

A availability of information and tools shared among customers and firms à

T clarity on relevant information à

R extent to which customers are involved in shouldering the responsibility for risks

Competitors can't copy the ecosystem of another firm. We can use fans to improve our product.

13/10

What brings value to our product?

How are those activities creating that values?

Value creation is when stakeholders work together and create value, usually this is appreciated by customers.

Value appropriation is the piece of cake that goes to each stakeholders.

Copy and adapt to a certain environment is a strategy.

Ecosystem is a concept that comes from

Il campo dell'ecologia si riferisce all'habitat di cui gli imprenditori fanno parte. Fieldman (1994) ha introdotto il concetto di infrastruttura innovativa come spiegazione degli elementi che supportano l'attività imprenditoriale. Florida (2002) ha suggerito che le comunità innovative di successo erano diverse, attraenti, accoglienti e supportavano individui educati che guidano l'economia della conoscenza. La Lowe Foundation ha introdotto nel 2002 il concetto di "comunità imprenditoriale" come un'altra prospettiva dell'ecosistema imprenditoriale. TEORIE RILEVANTI NEL PENSIERO DELL'ECOSISTEMA - Ecosistema come struttura - Teoria della strutturazione - Teoria dell'ecosistema aziendale - Teoria dei grafi e della topologia - Teoria delle reti sociali Una comunità di supporto per le attività imprenditoriali. Alcune caratteristiche sono: - Essere sistematici, poiché pongono l'attenzione sull'intero ambiente in cui gli imprenditori operano - Mettono l'accento sul networking tra i principali attori del sistema - Pensare e agireIl tuo compito è formattare il testo fornito utilizzando tag html. ATTENZIONE: non modificare il testo in altro modo, NON aggiungere commenti, NON utilizzare tag h1; L'azione di tutti nel sistema:

• coinvolgono un'intera infrastruttura che fornisce capitale finanziario, umano, fisico e sociale agli imprenditori del contesto

Principali bisogni in termini di risorse e supporto diretto:

• Finanziamento
• Attrarre e gestire risorse umane
• Networking

Rafforzamento dei modelli di business:

• Misurazione dell'impatto
• Acquisizione di legittimità
• Derive dalla missione

FATTORI DI SUCCESSO DELL'ECOSISTEMA: disponibilità di risorse, varietà di attori, infrastrutture, capitale umano, cultura imprenditoriale, politiche, visibilità, ricerca e sviluppo. Gli ecosistemi sono il risultato dell'evoluzione dell'intelligenza. Gli imprenditori sociali permettono all'ecosistema di esistere grazie alla loro motivazione sociale, all'identificazione delle opportunità, alla necessità di accedere al capitale e al finanziamento e alle loro interazioni con più parti interessate. L'imprenditorialità è una combinazione di cose:

• Infrastrutture = telecomunicazioni, energia...
• Professioni di supporto = legale, contabile...
• Capitale finanziario = micro-prestiti, venture capital...

find valuable? Adaptability: can the bm offer benefits even in the face of change? Rareness: are the offered benefits scarce enough for customers to continue buying from the firm? Inimitability: to what extent are the customers' benefits difficult to imitate? Monetization: is the firm's goal to make money? This framework helps firms evaluate whether the business model innovation process implemented is a winner or a loser.

perceive as valuable? If not, we need to take some action, it's like an alert. How can I be able to evaluate? Value is given by quality of resources (good reputation, network effects...) and by quality of activities (take advantage of industry value drivers). Customers will continue to buy a product only if it meets their needs.

Adaptability: is the BM profitability scalable to meet new customers needs? IF YES, we need to reinforce the core elements of the bm, iF NOT, our aim is to understand if the bm's capabilities hamper (ostacolano) value creation and take some remedies.

Is the bm cost effectively reconfigurable to offer benefits that customers find valuable? Resources can be reconfigured across different product or innovation.