Transcript A design approach for business model innovation and IT

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 alignment
Alexander Osterwalder
Yves Pigneur
BFSH1 - 1015 Lausanne - Switzerland - Tel. +41 21 692.3416 - [email protected] - http://www.hec.unil.ch/yp
Université de Lausanne
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Agenda
1. Design approach
– Business task (and IT service)
– Business process (and IT workflow)
– Business model (and IT architecture)
2. 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
3. Innovation
© 2006 Osterwalder & Pigneur
DESIGN APPROACH | BUSINESS MODEL | INNOVATION
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Hypotheses
1. Requirement engineering is not independent from design
– but part of the “design loop”: requirement analysis, IT solution design, prototype &
evaluation
2. Goal-based requirement engineering is not appropriate for expressing
business needs
– but business model-based requirement engineering seems to be adequate
3. Innovation does not come from (goal-based) requirement engineering
– but from business model and design
© 2006 Osterwalder & Pigneur
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DESIGN APPROACH
TECHNIQUES:
Requirement
Analysis
TECHNIQUES:
tests
betas
trials
analytics
simulations
diagnostics
© 2006 Osterwalder & Pigneur
Validation
Design
observations
exploration
interviews
surveys
statistics
hypothesises
root cause analysis
problem framing
TECHNIQUES:
brainstorming
ideation
experiments
scenarios
models
prototypes
DESIGN APPROACH | BUSINESS MODEL | INNOVATION
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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
Organization GOAL
PROCESS
Team (coordination)
© 2006 Osterwalder & Pigneur
IT/IS
MODEL
Information OBJECT
SERVICE
User (interface)
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Design approach > a cross-cutting discipline
Service
Process
Business Model
Analysis
user goal and task
goal and process
business model
Design
application/service
workflow
IT architecture
utility/usability
efficiency
profitability/fit
Evaluation/Validation
Requirement
BUSINESS
MODEL
Analysis
Validation
THE
ALIGNED
COMPANY
Design
ENTERPRISE
MODEL
© 2006 Osterwalder & Pigneur
IT/IS
MODEL
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Design approach > BUSINESS TASK AND IT SERVICE
IS MODEL
Viewpoint:
SOFTWARE ENGINEERING
BUSINESS
MODEL
THE
ALIGNED
COMPANY
ENTERPRISE
MODEL
IT/IS
MODEL
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© 2006 Osterwalder & Pigneur
Information OBJECT
SERVICE
User (interface)
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Design approach > service > design loop
Transaction
Decision (& cognition)
Interaction
GOAL
TASK analysis
Requirement
Analysis
Action
Information
Validation
Design
Interaction
TECHNIQUES:
USABILITY
PROTOTYPE
© 2006 Osterwalder & Pigneur
Scenario-based design
Pattern-based
Conceptual modeling
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Design approach > service > requirement analysis
• Goal-based requirement engineering
• Task analysis
[Rolland, 2003] [Yu, 1994] [Paternò, 2002]
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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
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Design approach > service > prototype
• Lo-fi prototype
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Hi-fi prototype
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Design approach > service > usability evaluation
• Usability testing with user
model-based > service quality
x
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Design approach > service and process alignment
© 2006 Osterwalder & Pigneur
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Design approach > BUSINESS PROCESS (AND IT WORKFLOW)
ENTERPRISE MODEL
Viewpoint:
BUSINESS PROCESS (RE-) ENGINEERING
BUSINESS
MODEL
THE
ALIGNED
COMPANY
ENTERPRISE
MODEL
Organization GOAL
PROCESS
Team (coordination)
2
IT/IS
MODEL
1
Information OBJECT
SERVICE
User (interface)
> State of the art in requirement engineering > Strategic fit weakly addressed
© 2006 Osterwalder & Pigneur
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Design approach > process > design loop
Organization
Coordination
Integration
Requirement
BUSINESS PROCESS
analysis
Analysis
Activities
Resource
Validation
EFFICIENCY
simulation
© 2006 Osterwalder & Pigneur
Design
Control
TECHNIQUES:
Use case and scenario
Best practice (pattern-based)
Conceptual model
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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
Organization GOAL
PROCESS
Team (coordination)
© 2006 Osterwalder & Pigneur
2
IT/IS
MODEL
1
Information OBJECT
SERVICE
User (interface)
DESIGN APPROACH | BUSINESS MODEL | INNOVATION
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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
1. Business model analysis
– Product and value proposition
– Customer relationship and distribution channel
– Operations management and value chain
2. IT architecture design
3. Business/IT alignment evaluation
© 2006 Osterwalder & Pigneur
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Business model > design loop
Strategy
Innovation
IS Planning
BUSINESS MODEL
analysis
Requirement
Analysis
IT infrastructure
Application portfolio
Validation
Design
Measures
TECHNIQUES:
ALIGNMENT/FIT
Cost/benefit
© 2006 Osterwalder & Pigneur
Reference model
Building blocks
Conceptual model
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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
Core capability
Distribution channel
Revenue
Relationship
Cost
HOW MUCH?
How do we operate and deliver?
How do we collaborate?
What are our key competencies?
© 2006 Osterwalder & Pigneur
What are our revenues? Our pricing?
What are our costs?
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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
Core capability
Distribution channel
Revenue
Relationship
Cost
HOW MUCH?
How do we operate and deliver?
How do we collaborate?
What are our key competencies?
© 2006 Osterwalder & Pigneur
What are our revenues? Our pricing?
What are our costs?
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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] …
refined by
SCHEMA
Core capabilities
What do we offer?
© 2006 Osterwalder & Pigneur
requires
Value
proposition
• Description
• Reasoning
• Life cycle
• Value level
• Price level
• Category
targets
Customer segment
(use, risk, effort)
(creation, appropriation, use, renewal, transfer)
(me-too, innovation/imitation, innovation)
(free, economy, market, high-end)
(barter, sale, market, buy)
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Value proposition > example
Value Proposition
Event tickets (& access)
B2C offer
Distribution channel reach
(Integrated) B2B solutions
B2B offers
POS affiliation (Easy Outlet)
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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
Core capability
Distribution channel
Revenue
Relationship
Cost
HOW MUCH?
How do we operate and deliver?
How do we collaborate?
What are our key competencies?
© 2006 Osterwalder & Pigneur
What are our revenues? Our pricing?
What are our costs?
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Customer segment
2
DEFINITION
Categorizations of the population into social class or psychologically defined groups
SCHEMA
refined by
Value proposition
targeted by
Customer
segment
• Description
• Reasoning
(segment, community, …)
• CRITERION
• Category
Who are our customers?
© 2006 Osterwalder & Pigneur
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Customer segment > example
Value Proposition
Target Customer
Event tickets (& access)
Individual event visitors
Distribution channel reach
Events & Organizers
(Integrated) B2B solutions
Venues
POS affiliation (Easy Outlet)
POS Partners
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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
Core capability
DISTRIBUTION CHANNEL
Revenue
Relationship
Cost
HOW MUCH?
How do we operate and deliver?
How do we collaborate?
What are our key competencies?
© 2006 Osterwalder & Pigneur
What are our revenues? Our pricing?
What are our costs?
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Distribution channel
3
DEFINITION
a set of links or a network via which a firm “goes to market” and delivers its value
proposition
precedes
SCHEMA
Distribution
link
is a
refined by
delivers
Distribution
channel
Value proposition
by
Actor
serves
Customer segment
• Description
• Reasoning
• Customer buying cycle (awareness, evaluation, purchase, after sale)
• Category (network, internet, call center, …)
How do we reach our customers? Feel and serve them?
© 2006 Osterwalder & Pigneur
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Distribution Channels
Value Proposition
Distribution Channel
Target Customer
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
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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]
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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
Strategy Canvas Offline Ticketing
Value Level
5
4
Ticketcorner
3
CTS Eventim
2
Venues, Clubs, etc.
Ticket Online
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Value Attributes
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Value proposition > Strategy canvas > B2C customer (online)
Value Proposition
Distribution Channel
Target Customer
Event tickets (& access)
Ticketcorner Website
Individual event visitors
Value Level
Strategy Canvas Online Ticketing
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Value Attributes
© 2006 Osterwalder & Pigneur
ticketcorner.com
eventim.de / getgo.de
Venues, Clubs, etc.
Ticketonline.ch /.de
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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
CAPABILITY
Distribution channel
Revenue
Customer relationship
Cost
HOW MUCH?
How do we operate and deliver?
How do we collaborate?
What are our key competencies?
© 2006 Osterwalder & Pigneur
What are our revenues? Our pricing?
What are our costs?
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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
capability
Distribution channel
Revenue
Customer relationship
Cost
HOW MUCH?
How do we operate and deliver?
How do we collaborate?
What are our key competencies?
© 2006 Osterwalder & Pigneur
What are our revenues? Our pricing?
What are our costs?
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Value configuration (and resources)
Network promotion and
contract management
activities
resources
Infrastructure operation
• Mainstream marketing
• POS acquisition &
development
• Event, Venue
acquisition
• Selling tickets
• Printing tickets
• Delivering tickets
• POS network maintenance
• Platform (TicketSoft)
operation, development &
maintenance
• Website maintenance
• Operating call center
• Installing solutions
• Newsletter
• Recommendation
system
• Printing infrastructure
• Delivery logistics
• Own POS network
• Partner POS network
• Web platform
• TicketSoft
• Call center
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.
© 2006 Osterwalder & Pigneur
Service provisioning
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.
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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
capability
Distribution channel
Revenue
Customer relationship
Cost
HOW MUCH?
How do we operate and deliver?
How do we collaborate?
What are our key competencies?
© 2006 Osterwalder & Pigneur
What are our revenues? Our pricing?
What are our costs?
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Value configuration with partners > e3value model
[Gordijn, 2002]
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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?
© 2006 Osterwalder & Pigneur
What are our revenues? Our pricing?
What are our costs?
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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
© 2006 Osterwalder & Pigneur
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Business model ontology > model
WHO?
HOW?
Partnership
Actor
Relationship
WHAT?
Capability
Configuration
Proposition
Channel
Customer
Needs
requires
Resource
Activity
Cost
Link
Profit
Revenue
HOW MUCH?
© 2006 Osterwalder & Pigneur
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Ticketcorner Business Model > bird eyes view
Core Capability
Increase reach
Increase visibility
Develop coverage
(e.g. of events & venues)
Provide payment security
Offer seamless ticketing
Partner Network
Customer Relationship
Kudelski (SkiData)
Postfinance
POS partners
Personalized website
Personalized info update
(Webmember-Newsmail)
Event booklet Ticketnews
(CH only)
Value Configuration
Value Proposition
Distribution Channel
Target Customer
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
POS network maintenance
Develop & maintain platform (TicketSoft)
Marketing
POS & event acquisition
Develop & maintain website
© 2006 Osterwalder & Pigneur
Revenue Model
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)
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Business model > design loop > IT architecture design
Strategy
Innovation
IS Planning
BUSINESS MODEL
analysis
Requirement
Analysis
IT ARCHITECTURE
Application portfolio
Validation
DESIGN
Measures
TECHNIQUES:
ALIGNMENT
Cost/benefit
© 2006 Osterwalder & Pigneur
reference model
Building blocks
Conceptual model
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Business model > design loop > IT architecture > application portfolio
High
IMPORTANCE OF IT APPLICATIONS
low
2
1
STRATEGIC
HIGH POTENTIAL
Applications
that are critical
to sustaining future
Applications
that may be important
In achieving the future
3
4
Applications
that are essential
for success
Applications
that are valuable
for success
KEY OPERATIONAL
High
SUPPORT
STRATEGIC IMPACT OF IT
low
McFarla
n
[Ward, 2002]
© 2006 Osterwalder & Pigneur
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-
Mult
Impact of existing IS
ucat
ion
evel
opm
e
IT re
sear
ectu
SUPPORT
Arch
it
Agen
ts
Proc
esse
OPERATIONAL
ch &
d
POTENTIAL
s
i-goa
ls
future
STRATEGIC
IT ed
re &
stan
d
ards
BUSINESS
MODEL
nt
Business model > design loop > IT architecture > application portfolio
Value proposition
Target customers
Distribution channels
Customer relationship
Capabilities
Activities
Partnerships
Revenues
Costs
© 2006 Osterwalder & Pigneur
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future
Business model > design loop > IT architecture > application portfolio
STRATEGIC
POTENTIAL
OPERATIONAL
SUPPORT
Impact of existing IS
Activities
Contracting musicians
Contracting sponsors
Ticketing
Promotion
Concerts
F&B
Commerce
Merchandising
Selling recordings
manage MJF infrastructure
Production
JAZZ currency & CASH
Volunteer m anagement
© 2006 Osterwalder & Pigneur
Strategic
Key Operational
Website
(NAGRA s ystem)
Website
Reservation System
(NAGRA System)
(NAGRA System)
(NAGRA System)
(NAGRA Syst em)
Production
Paycenter
Paycenter
Paycenter
Concert Database
(NAGRA system)
Support
Database, Office
Accounting
Mailing Database,
Office
Production
Paycenter & Views
Volunteer Database
High Potential
Accounting, Office
Accounting, Office
Accounting, Office
Accounting, Office
CMS
Website
Website
(Music downloading)
Accounting, Office
Volunteer Database,
Office
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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]
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Business model > design loop > IT architecture > infrastructure
Application infrastructure
Communication
ucat
ion
evel
opm
e
IT re
sear
-
IT education
Arch
it
Agen
ts
Mult
IT research & development
IT ed
ectu
s
Proc
esse
i-goa
ls
Architecture & standards
ch &
d
Security
ards
IT management
re &
stan
d
BUSINESS
MODEL
nt
Data management
Value proposition
Target customers
Distribution channels
Customer relationship
Capabilities
Activities
Partnerships
Revenues
Costs
[Weil and Vitale, 2002]
© 2006 Osterwalder & Pigneur
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Business model > design loop > IT architecture > infrastructure
Application infrastructure
Communication
Data management
IT management
Security
Architecture & standards
IT research & development
IT education
© 2006 Osterwalder & Pigneur
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Business model > design loop > IT architecture > balanced scorecard
How to improve our services
and our quality?
INNOVATION
Goals
Measures
How do the customers
perceive us?
& initiatives
CUSTOMER
Goals
Measures
Innovation
perspective
& initiatives
Process
perspective
PROCESSES
Goals
Measures
& initiatives
In which process do we
have to prove excellence?
Customer
perspective
Financial
perspective
FINANCE
Goals
Measures
& initiatives
How do shareholder
perceive us?
[Norton and Kaplan, 1992]
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nt
ucat
ion
evel
opm
e
IT ed
ectu
Arch
it
-
Agen
ts
s
Proc
esse
i-goa
ls
Mult
FINANCE
ch &
d
CUSTOMER
PROCESSES
re &
stan
d
INNOVATION
IT re
sear
BUSINESS
MODEL
ards
Business model > design loop > IT architecture > application
balanced scorecard
portfolio
Value proposition
Target customers
Distribution channels
Customer relationship
Capabilities
Activities
Partnerships
Revenues
Costs
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Business model > design loop > IT architecture > balanced scorecard
INNOVATION
CUSTOMER
PROCESSES
FINANCE
INNOVATION
CUSTOMERS
INFRASTRUCTURE
FINANCE
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Business model > design loop > alignment
Strategy
Innovation
IS Planning
BUSINESS MODEL
analysis
Requirement
Analysis
Application portfolio
Measures
VALIDATION
Design
IT infrastructure
TECHNIQUES:
ALIGNMENT
Cost/benefit
© 2006 Osterwalder & Pigneur
business model description
Building blocks
Conceptual model
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Business model > design loop > business/IT alignment
IT ARCHITECTURE
APPLICATION PORTFOLIO
PERFORMANCE INDICATORS
BUSINESS MODEL
BUSINESS
Strategic
fit
IT
BUSINESS
strategy
IT
strategy
ORGANIZATION
infrastructure
IS
infrastructure
strategy
infrastructure
Function
integration
BUSINESS PROCESS
IT SERVICE
[Henderson and Venkatraman, 1993]
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Business model > design loop > business/IT alignment
VALUE proposition
VALUE CHAIN
Customer (relationship)
BUSINESS
MODEL
THE
ALIGNED
COMPANY
ENTERPRISE
MODEL
Organization GOAL
PROCESS
Team (coordination)
© 2006 Osterwalder & Pigneur
IT/IS
MODEL
Information OBJECT
SERVICE
User (interface)
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Business model > design loop > alignment with processes and services
BUSINESS
MODEL
SERVICES
© 2006 Osterwalder & Pigneur
nt
ards
re &
stan
d
ucat
ion
IT r
ectu
-
User
s
s
Task
ls
IT ed
IT re
sear
ectu
QuickTime™ et un
décompresseur TIFF (LZW)
sont requis pour visionner cette image.
Arch
it
-
Agen
ts
s
Goal-based
Arch
it
evel
opm
e
re &
stan
d
IT/IS
MODEL
Goa
Value proposition
Target customers
Distribution channels
Customer relationship
Capabilities
Activities
Partnerships
Revenues
Costs
Proc
esse
Mult
i-goa
ls
ENTERPRISE
MODEL
ch &
d
ards
PROCESSES
Value proposition
Target customers
Distribution channels
Customer relationship
Capabilities
Activities
Partnerships
Revenues
Costs
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Business model innovation
•
•
•
•
•
Innovating in one or several of the business model components and as
combining them in new and innovative ways
Managers and executives had a whole new range of ways to design their
businesses, which resulted in innovative and competing business models
in the same industries.
Before it used to be sufficient to say in what industry you where for
somebody to understand what your company was doing because all
players had the same business model.
Today it is not sufficient anymore to choose a lucrative industry, but you
must design a competitive business model.
In addition increased competition and rapid copying of successful business
models forces all the players to continuously innovate their business model
to gain and sustain a competitive edge.
© 2006 Osterwalder & Pigneur
DESIGN APPROACH | BUSINESS MODEL | INNOVATION
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Business model innovation > typology
•
Supply-driven innovation
– New way of doing/supplying or new technology
•
Demand-driven
– New or changing customer needs
•
Similar business model
– Same value proposition
•
Extended business model
– Adding new things
•
New business model
– New rules of the game …
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Business model innovation > examples
1. Value proposition
2. Target customer segment
3. Distribution channel
4. Customer relationship
5. Core capabilities
6. Value configuration
7. Partnership agreement
8. Revenue streams
9. Cost structure
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Business model innovation > environmental pressures
disruption
enablement
efficiency
disruption
market share
new products
COMPETITIVE
FORCES
TECHNOLOGICAL
CHANGE
needs
new markets
BUSINESS
MODEL
CUSTOMER
DEMAND
THE
ALIGNED
COMPANY
ENTERPRISE
MODEL
IT/IS
MODEL
intellectual property
WTO
antitrust
SOCIAL
ENVIRONMENT
LEGAL
ENVIRONMENT
stakeholers
environmental values
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Business model innovation > environment assessment > model
ISSUES
New Channels
Paperless Ticketing
Margins
Ticketing Outsourcing
Software Innovation
Market Consolidation
Exclusivity
Black Markets
Technology Innovation
Service Bundling
Privacy
ACTORS
Ticketing Operators
MARKET
Distribution Channel Actors
Ticketing Software Platforms
Events
Venues
Event Organizers
Artists
Clubs
Access Systems & Devices
Billing & Payment
Card Owners
Individuals
VALUE PROPOSITIONS
POS for tickets
Frequentation
Distribution Channel
Network
Ticketing Software
Platform
Access Systems
Advertising Space
Integrated Solutions
(T&A)
Corporate Group Events
Event Management
Fans
Corporate Groups
Distribution Channel Actors
Events
Access Cards
Event Packages
Venues
Event Organizers
Artists
Clubs
Database Marketing
Card Owners
Value Added Actors
Value Added Actors
Regulator
New Actors
New Actors
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Next > wikibook “Business model design and innovation”
http://www.businessmodeldesign.com/wiki
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Questions …
http://www.hec.unil.ch/yp/GTI/SLIDES/amsterdam06.ppt
© 2006 Osterwalder & Pigneur
DESIGN APPROACH | BUSINESS MODEL | INNOVATION
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