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DESIGN APPROACH analysis design evaluation BUSINESS MODEL Business model analysis

Université de Lausanne Ecole des Hautes Etudes Commerciales (HEC). Table of content. DESIGN APPROACH analysis design evaluation BUSINESS MODEL Business model analysis IT architecture design Alignment evaluation INNOVATION. Business model > SIKS Amsterdam > May 30, 2006.

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DESIGN APPROACH analysis design evaluation BUSINESS MODEL Business model analysis

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  1. Université de Lausanne Ecole des Hautes Etudes Commerciales (HEC) Table of content • DESIGN APPROACH • analysis • design • evaluation • BUSINESS MODEL • Business model analysis • IT architecture design • Alignment evaluation • INNOVATION Business model > SIKS Amsterdam > May 30, 2006 A design approach for business model innovation and IT alignmentAlexander OsterwalderYves Pigneur BFSH1 - 1015 Lausanne - Switzerland - Tel. +41 21 692.3416 - yves.pigneur@unil.ch - http://www.hec.unil.ch/yp

  2. DESIGN APPROACH | BUSINESS MODEL | INNOVATION Agenda • Design approach • Business task (and IT service) • Business process (and IT workflow) • Business model (and IT architecture) • Business model • Business model analysis • Product and value proposition • Customer relationship and distribution channel • Operations management and value chain • IT architecture design • Business/IT alignment evaluation • Innovation

  3. Hypotheses • Requirement engineering is not independent from design • but part of the “design loop”: requirement analysis, IT solution design, prototype & evaluation • Goal-based requirement engineering is not appropriate for expressing business needs • but business model-based requirement engineering seems to be adequate • Innovation does not come from (goal-based) requirement engineering • but from business model and design

  4. DESIGN APPROACH | BUSINESS MODEL | INNOVATION DESIGN APPROACH TECHNIQUES: observations exploration interviews surveys statistics hypothesises root cause analysis problem framing Requirement Analysis Validation Design TECHNIQUES: tests betas trials analytics simulations diagnostics TECHNIQUES: brainstorming ideation experiments scenarios models prototypes

  5. Design approach > services, process & business model • ANY COMPANY IS COMPOSED OF: • a business logic • business structures & rules • business support systems VALUE proposition VALUE CHAIN Customer (relationship) BUSINESS MODEL THE ALIGNED COMPANY ENTERPRISE MODEL IT/IS MODEL Organization GOAL PROCESS Team (coordination) Information OBJECT SERVICE User (interface)

  6. Design approach > a cross-cutting discipline Requirement Analysis BUSINESS MODEL THE ALIGNED COMPANY Validation Design ENTERPRISE MODEL IT/IS MODEL

  7. Design approach > BUSINESS TASK AND IT SERVICE IS MODEL Viewpoint: SOFTWARE ENGINEERING BUSINESS MODEL THE ALIGNED COMPANY ENTERPRISE MODEL IT/IS MODEL Information OBJECT SERVICE User (interface) 1

  8. Design approach > service > design loop Transaction Decision (& cognition) Interaction GOAL TASK analysis Requirement Analysis Action Information Interaction Validation Design TECHNIQUES: Scenario-based design Pattern-based Conceptual modeling USABILITY PROTOTYPE

  9. Design approach > service > requirement analysis • Goal-based requirement engineering • Task analysis [Rolland, 2003] [Yu, 1994] [Paternò, 2002]

  10. Design approach > service > IT solution design • Action design • Focus on functionality • Information design • Information provided to the users by the systems • Interaction design • Details of user action and feedback Scenario use case hand sketch … http://guir.berkeley.edu/projects/denim

  11. Design approach > service > prototype • Lo-fi prototype Hi-fi prototype

  12. Design approach > service > usability evaluation • Usability testing with user model-based > service quality x

  13. Design approach > service and process alignment

  14. Design approach > BUSINESS PROCESS (AND IT WORKFLOW) ENTERPRISE MODELViewpoint: BUSINESS PROCESS (RE-) ENGINEERING BUSINESS MODEL THE ALIGNED COMPANY ENTERPRISE MODEL IT/IS MODEL Organization GOAL PROCESS Team (coordination) Information OBJECT SERVICE User (interface) 2 1 > State of the art in requirement engineering > Strategic fit weakly addressed

  15. Design approach > process > design loop Organization Coordination Integration BUSINESS PROCESS analysis Requirement Analysis Activities Resource Control Validation Design EFFICIENCY simulation TECHNIQUES: Use case and scenario Best practice (pattern-based) Conceptual model

  16. DESIGN APPROACH | BUSINESS MODEL | INNOVATION BUSINESS MODEL AND IT ARCHITECTURE BUSINESS MODEL Viewpoint: e-BUSINESS DEVELOPMENT VALUE proposition VALUE CHAIN Customer (relationship) 3 BUSINESS MODEL THE ALIGNED COMPANY ENTERPRISE MODEL IT/IS MODEL Organization GOAL PROCESS Team (coordination) Information OBJECT SERVICE User (interface) 2 1

  17. Business model > definition • A model of the business of a company, aggregating … • the value a company offers to one or several segments of customers, and • the architecture of the firm and its network of partners • for creating, marketing and delivering this value and relationship capital, • in order to generate profitable and sustainable revenue streams • Business model analysis • Product and value proposition • Customer relationship and distribution channel • Operations management and value chain • IT architecture design • Business/IT alignment evaluation

  18. Business model > design loop Strategy Innovation IS Planning BUSINESS MODEL analysis Requirement Analysis IT infrastructure Application portfolio Measures Validation Design TECHNIQUES: Reference model Building blocks Conceptual model ALIGNMENT/FIT Cost/benefit

  19. Business model > ontology > 9 questions Who are our customers? How do we reach them? How do we get and keep them? What do we offer to our customers? WHAT? VALUE proposition WHO? HOW? Value configuration Customer segment Partnership Distribution channel Core capability Revenue Relationship Cost HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing? What are our costs?

  20. Value proposition 1 Who are our customers? How do we reach them? How do we get and keep them? What do we offer to our customers? WHAT? VALUE PROPOSITION WHO? HOW? Value configuration Customer segment Partnership Distribution channel Core capability Revenue Relationship Cost HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing? What are our costs?

  21. refined by Value proposition 1 DEFINITION A VALUE PROPOSITION is an overall view of a firm’s bundle of offerings, products and services,that together represent a benefit or a value for its customers … refers to [Kambill et al., 1996] … SCHEMA requires targets Core capabilities Customer segment Value proposition • Description • Reasoning (use, risk, effort) • Life cycle (creation, appropriation, use, renewal, transfer) • Value level (me-too, innovation/imitation, innovation) • Price level (free, economy, market, high-end) • Category(barter, sale, market, buy) What do we offer?

  22. Value proposition > example Value Proposition Event tickets (& access) B2C offer Distribution channel reach (Integrated) B2B solutions B2B offers POS affiliation (Easy Outlet)

  23. Customer segment 2 Who are our customers? How do we reach them? How do we get and keep them? What do we offer to our customers? WHAT? Value proposition WHO? HOW? Value configuration CUSTOMER SEGMENT Partnership Distribution channel Core capability Revenue Relationship Cost HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing? What are our costs?

  24. refined by Customer segment 2 DEFINITION Categorizations of the population into social class or psychologically defined groups SCHEMA targeted by Value proposition Customer segment • Description • Reasoning (segment, community, …) • CRITERION • Category Who are our customers?

  25. Customer segment > example Target Customer Value Proposition Event tickets (& access) Individual event visitors Distribution channel reach Events & Organizers (Integrated) B2B solutions Venues POS affiliation (Easy Outlet) POS Partners

  26. Distribution channel 3 Who are our customers? How do we reach them? How do we get and keep them? What do we offer to our customers? WHAT? Value proposition WHO? HOW? Value configuration Customer segment Partnership DISTRIBUTION CHANNEL Core capability Revenue Relationship Cost HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing? What are our costs?

  27. precedes Distribution channel 3 DEFINITION a set of links or a network via which a firm “goes to market” and delivers its value proposition SCHEMA Distribution link is a refined by delivers serves Value proposition Distribution channel Customer segment • Description • Reasoning • Customer buying cycle(awareness, evaluation, purchase, after sale) • Category (network, internet, call center, …) by Actor How do we reach our customers? Feel and serve them?

  28. Distribution Channels Distribution Channel Target Customer Value Proposition Ticketcorner POS network Event tickets (& access) Affiliate POS network Individual event visitors Distribution channel reach ATMs Events & Organizers (Integrated) B2B solutions Call Center Venues POS affiliation (Easy Outlet) Ticketcorner Website POS Partners B2B salesforce

  29. Value proposition > strategy canvas • A way to visualize the strategic profile • Based on the factors that affect competition among industry players • Showing the strategic profile of current and potential competitors, identifying which factors they invest in strategically [Kim & Mauborgne, 2005]

  30. Value proposition > Strategy canvas > B2C customer (offline) Value Proposition Distribution Channel Target Customer Ticketcorner POS network Affiliate POS network Event tickets (& access) ATMs Individual event visitors Ticketcorner Website Call Center

  31. Value proposition > Strategy canvas > B2C customer (online) Value Proposition Distribution Channel Target Customer Event tickets (& access) Ticketcorner Website Individual event visitors

  32. Core capabilities (resources) 5 Who are our customers? How do we reach them? How do we get and keep them? What do we offer to our customers? WHAT? Value proposition WHO? HOW? Value configuration Customer segment Partnership Distribution channel CAPABILITY Revenue Customer relationship Cost HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing? What are our costs?

  33. Value configuration 6 Who are our customers? How do we reach them? How do we get and keep them? What do we offer to our customers? WHAT? Value proposition WHO? HOW? VALUE CONFIGURATION Customer segment Partnership Distribution channel capability Revenue Customer relationship Cost HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing? What are our costs?

  34. Value configuration (and resources) consists of activities (& resources) associated with inviting potential customers to join the network, selection of customers that are allowed to join and the initialization, management, and termination of contracts governing service provisioning and charging. consists of activities (& resources) associated with establishing, maintaining, and terminating links between customers and billing for value received. The links can be synchronous as in telephone service, or asynchronous as in electronic mail service or banking. consists of activities (& resources) associated with maintaining and running a physical and information infrastructure. The activities keep the network in an alert status, ready to service customer requests.

  35. Partnership agreement 7 Who are our customers? How do we reach them? How do we get and keep them? What do we offer to our customers? WHAT? Value proposition WHO? HOW? Value chain Customer segment PARTNERSHIP Distribution channel capability Revenue Customer relationship Cost HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing? What are our costs?

  36. Value configuration with partners > e3value model [Gordijn, 2002]

  37. Revenue stream 8 Who are our customers? How do we reach them? How do we get and keep them? What do we offer to our customers? WHAT? Value proposition WHO? HOW? Value chain Customer segment Partnership Distribution channel capability REVENUE Customer relationship Cost HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing? What are our costs?

  38. Revenue Model Value Proposition Revenue Model Target Customer Event tickets (& access) Revenue cut on tickets sold Individual event visitors Distribution channel reach Advertising online & print Events & Organizers POS affiliation (Easy Outlet) Fee B2B platform usage POS Partners (Integrated) B2B solutions Fee general contractor service Venues

  39. Business model ontology > model WHO? HOW? Partnership Actor Relationship WHAT? Capability Configuration Proposition Channel Customer Needs requires Resource Activity Link Profit Cost Revenue HOW MUCH?

  40. Ticketcorner Business Model > bird eyes view Partner Network Customer Relationship Kudelski (SkiData) Postfinance POS partners Personalized website Personalized info update (Webmember-Newsmail) Event booklet Ticketnews (CH only) Core Capability Value Configuration Value Proposition Distribution Channel Target Customer Increase reach Increase visibility Develop coverage (e.g. of events & venues) Provide payment security Offer seamless ticketing Value network Acquire events & venues Acquire/develop POS Improve visibility Maintain & develop platform Event tickets (sports/culture) Distribution channel reach (for events) (Integrated) B2B solutions (e.g. TicketSoft, Access) POS affiliation (e.g. chains, small stores) Ticketcorner POS network Call Center Affiliate POS network Ticketcorner Website ATMs B2B salesforce Call Center Individual event visitors (CH, D, AT, I) Events & Organizers (Sports, Concerts, etc.) Venues (Hallenstadion, Arenas, etc.) POS partners (e.g. chains & stores) Cost Structure Revenue Model POS network maintenance Develop & maintain platform (TicketSoft) Marketing POS & event acquisition Develop & maintain website Revenue cut of each ticket sold B2B platform usage General contractor services Advertising online & print (website banner, text in webmember-newsmail, offline Ticketnews Event Booklet)

  41. Business model > design loop > IT architecture design Strategy Innovation IS Planning BUSINESS MODEL analysis Requirement Analysis IT ARCHITECTURE Application portfolio Measures Validation DESIGN TECHNIQUES: reference model Building blocks Conceptual model ALIGNMENT Cost/benefit

  42. Business model > design loop > IT architecture > application portfolio 2 1 STRATEGIC HIGH POTENTIAL Applications that are critical to sustaining future Applications that may be important In achieving the future EMERGING GROWTH High IMPORTANCE OF IT APPLICATIONS low 3 4 Applications that are essential for success Applications that are valuable for success MATURITY DECLINE KEY OPERATIONAL SUPPORT McFarlan High STRATEGIC IMPACT OF IT low [Ward, 2002]

  43. Business model > design loop > IT architecture > application portfolio BUSINESS MODEL STRATEGIC POTENTIAL OPERATIONAL SUPPORT future Impact of existing IS

  44. Activities Strategic Key Operational Support High Potential Contracting musicians Database, Office Contracting sponsors Ticketing Website Reservation System Accounting (NAGRA s ystem) Promotion Website Mailing Database, CMS Office Concerts (NAGRA System) Production F&B (NAGRA System) Paycenter Accounting, Office Commerce (NAGRA System) Paycenter Accounting, Office Merchandising (NAGRA Syst em) Paycenter Accounting, Office Website Selling recordings Concert Database Accounting, Office Website (Music downloading) manage MJF infrastructure Production Production JAZZ currency & CASH Paycenter & Views Accounting, Office Volunteer m anagement (NAGRA system) Volunteer Database Volunteer Database, Office Business model > design loop > IT architecture > application portfolio STRATEGIC POTENTIAL OPERATIONAL SUPPORT future Impact of existing IS

  45. Business model > design loop > IT architecture > infrastructure Application infrastructure Communication Data management IT management Security Architecture & standards IT research & development IT education [Weil and Vitale, 2002]

  46. Application infrastructure Communication Data management IT management Security Architecture & standards IT research & development IT education Business model > design loop > IT architecture > infrastructure BUSINESS MODEL [Weil and Vitale, 2002]

  47. Business model > design loop > IT architecture > infrastructure Application infrastructure Communication Data management IT management Security Architecture & standards IT research & development IT education

  48. CUSTOMER Goals Measures & initiatives PROCESSES Goals Measures & initiatives INNOVATION FINANCE Goals Measures Goals Measures & initiatives & initiatives Business model > design loop > IT architecture > balanced scorecard How to improve our services and our quality? How do the customers perceive us? Innovation perspective Process perspective Customer perspective Financial perspective In which process do we have to prove excellence? How do shareholder perceive us? [Norton and Kaplan, 1992]

  49. INNOVATION CUSTOMER PROCESSES FINANCE Business model > design loop > IT architecture > balanced scorecard Business model > design loop > IT architecture > application portfolio BUSINESS MODEL

  50. INNOVATION CUSTOMER PROCESSES FINANCE Business model > design loop > IT architecture > balanced scorecard INNOVATION CUSTOMERS INFRASTRUCTURE FINANCE

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