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Business & Innovation

A perspective on what a business concept and model are, within a framework for managed innovation.
by

Yazan Hijazi

on 10 July 2012

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Transcript of Business & Innovation

Business Model
Core Strategy
Customer Interface
Strategic Resources
Value Network
Customer Benefits
Configuration
Company Boundaries
Fulfillment & Support
Price Structure
Information --> Knowledge --> Insight
Relationship dynamics & management
Mission.
Product/Market scope
Differentiation
Overall objective of the strategy.
Value proposition
Purpose
Audacious Goals
Strategic Intent
Core Competencies
Strategic Assests
Core Processes
Suppliers
Partners
Coalition
Business Concept
The set of assumptions, rules and strategy by which an organization identifies, creates, delivers and captures value.
Resources
Business
Concept
Operational
Model
Business
Model
Business Concept Innovation
Business Innovation
Why?
Context
Tools
What is?
Whether for profit or non-profit, any concept/idea/technology requires a framework for implementation.

Competitiveness in innovation-based economies is based on "business concept" as a unit of analysis.

Successful entrepreneurs and innovators identify needs and know how to successfully fulfill them.

Any business can improve its service, product offerings, and identify unique differentiating opportunities.
Operational Model
Strategic Innovation
What company does and what is outsourced.

Changing boundaries can be a source of business concept innovation.

Vertical integration vs. de-verticalization.
How competencies, assets & processes are managed in support of a particular strategy.

Established Interfaces & communication channels.

Key people, stakeholders, key personnel.
Benefits are customer-derived needs & wants that are being satisfied.

Core need / Delivered value / Perceived Value / WoW- Factor / Unsatisfied & Unspoken Needs /

Customer feedback & engagement.
Based on Avoidance not Attack.
Out smart!
Key idea: What is not different is not strategic.
Non-confrontational instead go around competitors
Examples
Best Buy.
Toyota.
E*Trade
Costco
Netflix
Virgin
Cisco
Airbus
Visa
Whole-Foods
Pandora
GoreTex
Market/Price Wars
Acquisitions & Consolidation
Competitive Positioning
Proctor & Gamble
Google
GE
IBM
Intel;
Microsoft
Apple
Strategy & Planning
Auction business model
Monopolistic business model
Bricks and clicks business model
Multi-level marketing business model
Collective business models
Network effects business model
Component business model
Online auction business model
Cutting out the middleman model
Online content business model
Direct sales model
Premium business model
Distribution business models,
Professional open-source model
Franchise
Pyramid scheme business model
Freemium
Razor and blades business model (bait and hook)
Low-cost carrier business model
Servitization of products business model
Loyalty business models
Subscription business model
A functional model that describes how the business manages the flow of information, value and finance to accomplish its mission.
A complete document that describes the What, Where, Who and How of the business concept.

Based on solid, anaylsis and justified assumptions.

Used to communicate the business concept and serves as a guide for the business as well as any entities involved in the development, financing and implementation of the business.
Executive Summary
Description (The What?)
Market Analysis (Who & Where?)
Competitive Analysis
Marketing & Sales Strategy
Operational Infrastructure
Management Team & Human Resources
Financial Plan
Conclusions
Elements
Skills
Creative Problem Solving Model
Needs
Purposeful Play
Whole Brain Thinking
Creative Destruction
White Space
Crossing Boundaries
Imagineering
Worldviews
Exageration
Sensible Design
Sustainable & Complete Solutions
Web shifts bargaining power to consumers. Lowered search cost and availability of information.
Plummeting communication costs & globalization effects. Competitive anarchy & lowered barriers of entry.
Strategy life cycles & business models life cycles are shrinking. Being ahead of the game.
S
Focusing on efficiency & status quo leads to squandering vast amounts of human imagination, initiatives & stifles innovation.
Paradox
Old Paradigm
Efficiency --> Six-sigma, Lean, etc…
Maximize Value
Bottom-line
Status quo.
Continuous improvement.
Propriety
Discipline & structure.
Imagination. Human Creativity
Maximize Human Potential
Social Fabric
Game Changing.
Radical innovation.
Open systems of collaboration.
Agility & adaptability.
Commodities
Products
Incentives
Information
Create Demand
Messages
Isolated clusters
Silos, IP, R&D
Closed source
Bottom line
Efficiencies, TQM
Strategy & Mgm’t
Mobility
Structured
Serious, Formal
Web & UGC
Rigid
Out-of-the box!
Product as Service
Prosumers
Purpose & knowledge
Understand Demand
Conversation
Communities
Collaboration & Innovation C&I
Open source
Innovation communities
Business concept innovation
Ubiquity
Playful, Adaptable
Semantic Web
UGF & UGB
Communitainment
Fluid, self-organizing
Old Paradigm
New Paradigm
Observation
Insights & Meaning
Navigating Paradigms
Can you imagine the
Definition: The sum of processes, people, resources and their configuration used to implement the Business Concept. It describes how the business concept is implemented.
Tolerance for ambiguity, uncertainty and risk.

Ability to deconstruct a business model & identify area ripe for innovation --> White Space.

Translating potential ideas into viable business models.
Business Plan
Change
Change is variable!
Fast paced change leaves companies on the wrong side of the change curve.
Value webs & ecosystems (Open vs. Closed)
Digitization of everything not nailed down.
Information wants to be free --> pressure on IP and propriety knowledge.
Paradigm Shift
New Paradigm
Paradigm Shift
Business Canvas
Customer Segments
Customer Relationships
Channels
Value Proposition
Key Activities
Key Resources
Key Partners
COST STRUCTURE
REVENUE STREAMS
Profit
Full transcript