business models review frank berkers msc [email protected] +31 6 109 687 93 august, 2008
TRANSCRIPT
Goal of the review
Consider the models presentedConsider the approaches presentedAppend other approachesIdentify essential differences and overlap in the business models across countries and servicesIdentify best/worst practices, requirements and wishes
Gathering ingredients
TNO ICT Business & Innovation Modelling: Value Web & STOF DomainsTreasury - Green Book + Competitive Dialogue + TAGHighways Agency – Enhanced Incident Support Units, Project Business Case CoCar-SSWSAFESPOT BLADE – Business and Service Models
Value Web analysis Functional process decomposition
Decompose the primary and secondary Processcontent creation deployment to userenabling platform additional services
Identifyroles relations parties power
Consider domainsservicetechnologyorganizationfinancial
Treasury – Green Book (Business Case)5 case model
Strategiccase for changeSMART goal definition
Economicwide cost/benefit NPV
Commercialviable deal
Financialfunding
Managementdeliverability
3 phasesStrategic Outline
context definitionalternative options
Outline Businesspreferred optionscenariosrisk and sensitivity
Full Businessinvestment
Value for Money: VfM principleeconomy (cost / time)efficiency (throughput)effectivity (quality / impact)
The Green Book describes focal areas to develop a project/investment decision document- the business case. It is split up into three phases that require various and increasing levels of detail.
Competitive Dialogue: A procurement procedure that focusses on desired output metrics rather than bidding to a restricted / fully specified procedure
Transport Analysis Guide (TAG): An extension of the Green Book by DfT, specifically for appraising in Transport.
Defining the output metrics on which we are going to appraise scenarios in advance gives good focus.
Brian Harbord
Highways Agency – Enhanced Incident Support Units, Project Business Case
Scenariosdo nothing (meet requirements)do minimumdo maximumdo optimum
Sensitivity AnalysisKey FactorsSensitivity of an Isolated Change in One Key FactorSensitivity of Change in all Key Factors
ObjectivesProject MilestonesTargets/metrics
When can we expect to reach what output level allows to monitor execution of the project and integrate with other policies
Assessing sensitivity reveals factors to keep an eye on
By calculating the effects of different scenarios we can easily see the range of consequences and determine VfM
CoCar-SSW – OEM lead Value Web
Pros: Technischer Betrieb kein Kerngeschäft der OEM, firmeninterne Strukturen und Prozesse nicht vorhanden…Cons: Fehlende Billing-Kompetenz und Infrastruktur für regelmäßige Zahlungsströme…
LegendeLeistungen Zahlungen Optionale Ströme
Business Ownership
SSWDienstenutzung
7SSW
Transport
6SSW
Diensterstellung
5SSI
Generierung
4SSW
Kundendienste
3SSW
Vertrieb
2SSW
Marketing
1
EU / NationaleBehörden
Branchen-forum
OEMOEM +/-
TDAOEM +
Zulieferer
TDA o.ITD o.
JV MNO NA
Endkunden
B2B-KundenB2G-Kunden
einmalig f ür SSW (und Hardware)
für SSW-Daten
Sonstige Nutzen
Höhere Verkehrssicherheit und -effizienz
Sichern von Business Opportunities
MNO
für Premiumdienste
LegendeLeistungen Zahlungen Optionale Ströme
Business Ownership
SSWDienstenutzung
7SSW
Transport
6SSW
Diensterstellung
5SSI
Generierung
4SSW
Kundendienste
3SSW
Vertrieb
2SSW
Marketing
1
EU / NationaleBehörden
Branchen-forum
OEMOEM +/-
TDAOEM +
Zulieferer
TDA o.ITD o.
JV MNO NA
Endkunden
B2B-KundenB2G-Kunden
einmalig f ür SSW (und Hardware)
für SSW-Daten
Sonstige Nutzen
Höhere Verkehrssicherheit und -effizienz
Sichern von Business Opportunities
MNO
für Premiumdienste
CoCar SSW - Automobil-Club lead Value Web
Pros: Billing-Kompetenz vorhanden…
Cons: Erreichen kritischer Massen trotz hoher Mitgliederzahlen schwierig …
LegendeLeistungen Zahlungen Optionale Ströme
Business Ownership
SSWDienstenutzung
7SSW
Transport
6SSW
Diensterstellung
5SSW
Generierung
4SSW
Kundendienste
3SSW
Vertrieb
2SSW
Marketing
1
EU / NationaleBehörden
Branchen-forum
Automobil-Club
Automobil-Club
OEM +Zulieferer+/- PND-Hersteller
TDA o.ITD o.
JV MNO NA
Endkunden
B2B-KundenB2G-Kunden
jährlich im Servicepaket f ür SSW (und Hardware)
für SSW-Daten
Sonstige Nutzen
Höhere Verkehrssicherheit und -effizienz
Sichern von Business Opportunities
MNO
für Premiumdienste
LegendeLeistungen Zahlungen Optionale Ströme
Business Ownership
SSWDienstenutzung
7SSW
Transport
6SSW
Diensterstellung
5SSW
Generierung
4SSW
Kundendienste
3SSW
Vertrieb
2SSW
Marketing
1
EU / NationaleBehörden
Branchen-forum
Automobil-Club
Automobil-Club
OEM +Zulieferer+/- PND-Hersteller
TDA o.ITD o.
JV MNO NA
Endkunden
B2B-KundenB2G-Kunden
jährlich im Servicepaket f ür SSW (und Hardware)
für SSW-Daten
Sonstige Nutzen
Höhere Verkehrssicherheit und -effizienz
Sichern von Business Opportunities
MNO
für Premiumdienste
CoCar-SSW (Co-operative Cars Sicherheitsrelevante SofortWarnungen)
Secondary value chainMarketingVertrieb / SalesKundendienste / Customer services
Primary value chainGenerierung / Generation (of signal)Diensterstellung / Service production (of warning)Transport / CommunicationDienstenutzung / Service use
Business ownership scenariosOEM (Car manufacturer)Automobil-clubCooperation
Assessment of the scenariosFree format and qualitative
Business ownership determines who is in the lead of the value chain and markets the product or service. By varying in possible business owners of the value web we generate different scenarios that come with different pros and cons.The power of the parties/roles is varied (organization).
SAFESPOT: 8 scenariosBusiness v Service ModelStand-alone v application integrationV2V v V2I
FlowsMonetaryProductsInformationService
Roles/partiesPublic authoritiesInsurance companyDriver/userRoad OperatorService providerContent providerMap providerSystem producer (road)System producer (car)Car producerRoadside systems producerSafespot organization
TechnicalRoad SupportCustomer & producer support
In SAFESPOT different scenarios are created. A Business model is defined as “shadow toll” and service model as direct pay. These refer to the monetary flow.The second differentiator refers to the
composition of the service.The third differentiator refers to the core
technological principle.
The value flow is decomposed in tangible products, services and
(digital) information.
This list of roles can be used as a reference list for
business models in our field
SAFESPOT / WP6 Process approach
InitiationBenchmarking on literature overviewTechnologiesOrganizational AnalysisQualitative Market Analysis
1. Service and business models for SAFESPOT => value systems, clients, competitors
Legal and risk analysisSocio-Economic, MarketQuantitave evaluations
2. Preliminary ranking of alternative business models3. Final ranking and selection of service and business models
Flow of Information
information
Grants, Legislative FrameworkRules affetting the traffic circulationRules enforcing the use of SAFESPOT
Static Information
Safespot Specification and rules
Provideinformationabout road works, road conditions, etc
“Dynamic-In real time” information
automotive Component costs
FundingTax incentives
Funding
FundingIncentives
Content Costs
Financial Flows
Funding
Funding
SAFESPOT exampleB.M. Final System Ready to Use (V2V)
Map providers
Public Authorities
Content providers
System producers(Supplier)
Content providersContent providersContent
providers
SafespotOrganization
Technical:•Maintenance•Specification•Certification
InsuranceCompanies
DR
IVE
R
SafespotAfter Sale System Producer Support
Interface with the User:•Customer service•Operator Services
Sheet 4
Ro
ad
Op
era
tor
System producers(car maker)
SafespotHw and Sw
Safespot Hw andSw Components
Flow of Products
After market solution: Safespot Hw and Sw
Customer Support
Flow of Services
Integrated approach to business modeling
Describe the Value Webprimary (from content to delivery)secondary (enabling and after-sales)
Generate Scenarios of the value webUse the different existing value webs of different countriesvary elements in of S/T/O/F domains
vary business ownership (moving up and down the chain)
business v service model (public v market)
do nothing .. to .. do optimum Appraise Scenarios
Define objective metricsSensitivity Analysis
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