Business model

Consulting <- – Business model

Who are your customers? what are their needs or wants?

What is your value propositionWhat do you deliver as services and products? What will be the work done? Do you want to customize and provide « private services » with associated products? How do you bundle? How do you assist them in solving problems? How do you share risks and value? Which responsibilities do you assume?

How do you reach them? How can you improve your customer relationship and setup different distribution channels? Are they adapted to your client’s wants?

What are your revenue streams? Is your pricing strategy still attractive? Are your customers willing to pay? for what value?

What are the resources, what are the key activities you need for your value proposition, your clients relationship, your channels operation and management, your revenue streams…?  How are your activities structured and coordinated?

Are you playing with the right key partners and providers?

What is your costs structure? What about the cost of activities, resources, delivery channels, client relationship?

 

 Business models projects

Business models projects are often conducted in the context of bringing responses to critical issues such as the need for business renewal, the need for capturing new customers or retaining clients, the need for improving revenues, obtaining gains in efficiency or deducing costs, also reducing the risks while developing new value propositions with new products or services, facing new competitors with similar services or products even offered for free!

Starting such projects within organizations requires a renewal spirit that we will help to setup with you through workshops, brainstorming, visual thinking, story tellings analysis and by using adapted tools and frameworks. We now use the internationally well known « Business model canvas »  proposed by Alexander Osterwalder & Yves Pigneur, as well as our own frameworks and toolset developed during about 20 years of consultancy, best practices analysis and research.

Business models projects are typically made of 3 phases:  Current situation analysis , Searching for untravelled paths, Business models design.

 

Current situation

With you, we analyze your business model, get information and reveal the dynamics of the model, search for key issues such as value creation and revenue streams. We also review your business environment to fix clear overview of your industry.

  • Business model key elements
  • Environment circles
  • Industry review
  • Context review
  • Insight in revenue model of partners and competitors
  • Strengths and weaknesses
  • Development axes  - scenarios

 

 

This phase leads to a clear understanding of your current situation with key challenges  and possible development axes taken to the fore.

 

Searching for untravelled paths

From  development axes we defined with you, we will search for the untravelled paths designing you future. Based on  researchtrend studies, analysis of economic, political and societal changes as well as technology drivers, we will identify the opportunities and threats to set the development paths for innovation.

  • Search for best practices and patterns, analyze them in the context of your industry
  • Environment circles, economic, political and societal changes, key drivers
  • Technology drivers, impact on your business
  • Markets, new markets opportunities exploration
  • Trends studies, select relevant trends
  • Opportunities and threats
  • Value creation opportunities

 

This phase leads to the identification of untravelled paths for designing you future.  This ends up with a scope and raw specifications of new business ideas.

 

Business models design

Based on the work performed, with your team, we will together work along the untravelled paths, challenge new business ideas, generate other ideas, challenge their impacts on the business model, discuss dynamics and develop scenarios. During this design phase,we provide you with an external look in the future. This is an iterative process including design, prototype, challenge, test, decision, specification. We then select  the business models to be more in depth prototyped and then tested.

  • Customers  - Empathy map, B2B, B2C
  • Ideas – New business models ideas, Resource driven, Offer driven, Customer driven, Finance driven, Multiple axes driven
  • Challenging the value proposition
  • Company perspective  - customer perspective
  • Developing multiple perspectives: infrastructure, Web presence, IT, ..
  • Create scenarios
  • Prototype business models, chose adapted scale from napkin sketch to more elaborated canvas or business case even field test to analyze feasibility conditions and investigate client’s acceptance
  • Prioritize and chose best adapted business models using clear criterias

 

This phase leads to select a portfolio of business models with critical success factors.

 

Towards strategy

The next steps will conduct first to defining a winning Business strategy and next to implementing projects with adequate followups and adaptations/ review of the business models. A regular assessment of the business situations as well as the study of lessons is a key to lead your organization to your objectives.

Tools

Visuals, brainstorming, drawings, visual story telling, prototyping

 Linked topics

 

 

 

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Change in Healthcare policy

The issue: Our customer, a set of private and public healthcare service providers in a delimited geographical market needed to adapt their offering. Each player enjoyed a large degree of autonomy and an interstate border artificially split the market. This caused the offering to be uncoordinated and un-adapted to the population’s needs as well as [...]
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Venture Capital

The issue: A new Venture, spin-off of a University, needed management and financial expertise to secure venture capital funding that would enable to launch the company. What we do: Pioneers provided the management and financial expertise to draw up the business model and business plan. Our consultants led the search for Venture Capital and Partners that [...]
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