PDF Software as a Service - ein innovatives Geschäftsmodell (German Edition)

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You'll also want to adapt this process to your needs and circumstances. You can use the trigger questions in the poster and in my last blogpost if you need help. You described who you think customers are and what you think would create value for them. Talk to as many potential customers as possible to verify if they really are trying to get those JOBS done that you described in the VP Designer Canvas.

Find out if those JOBS are crucial to them or unimportant? What I mean with that is going beyond simply talking to customers, but not yet building an MVP. The design professions have several techniques to achieve that. Adjust which pains and gains you want to focus on, based on your customer insights. Then redesign your Value Proposition accordingly. They address a few really well! The VP Designer Canvas will serve as your map to permanently track assumptions and tests, while you're pivoting through the Lean Startup process.

The moment this circle ends is when you've achieved a fit between your Value Proposition and what your Customers expect. This is what the startup movement calls product-market fit or problem-solution fit. It's when you build stuff that customers really want! Don't hesitate to give me your feedback, since this process is just a first suggestion of how to use the Value Proposition Designer Canvas. At every talk and workshop I try out something new to see if it sticks with the audience. An image that resonated a lot was describing the Business Model Canvas as a theater with a front stage and a backstage.

What creates value in a theater is the action that takes place on the front stage. It's what people came for and what they are paying for. The backstage, however, is what makes the front stage possible, it enables the front stage.

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The Business Model Canvas is similar. The right-hand side of the Canvas is the front stage. The left-hand side of the Canvas is the backstage. Check out my little sketch outlining the front stage and back stage of the Business Model Theater:. The Business Model Canvas is continuing to spread across the business world. However, some people and organizations use it in more sophisticated ways than others. So I came up with four levels of strategic mastery as to competing on business models. At the lowest level of mastery, level 0 strategies , people focus on products, technologies, and value propositions mainly.

They aren't even aware that it is often the business model that makes the difference between success and failure. At the highest level of mastery, level 3 strategies , companies disrupt themselves with new and innovative business models, while their existing business models are still successful and make money. I played around with a new video tool, educrations , to outline my thoughts.

Check out why focusing on products and technology alone is like competing with training wheels, while you could be riding a Ducati Monster : In the video I describe four levels of mastery:. As a complement to this post you might also want to have a look at my post on the characteristics of a good business model, 7 Questions to Assess Your Business Model Design.

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If you carefully watched the video you probably noticed that I messed up the Gary Kasparov quote, which should have been: "Success is the enemy of future success". Good that I can blame the jet lag from my trip to New Orleans ;-. Ultimately, customers are the only relevant judges of your business model. However, even before you test your model in the market, you can assess its design with 7 questions that go well beyond the conventional focus on products and market segments.

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First things first. In order to assess your business model you should sketch it out on the Business Model Canvas outlined in the video below. If you want to know more about the Canvas and how to use it you can read Business Model Generation of which 70 pages are available for free on our website.

Assessing the basics. I call this the Value Proposition. So before even turning to your business model as a whole, you need to ask yourself some basic questions related to your Value Proposition and the Customer Segments that you are targeting. However, even the greatest products are having an increasingly hard time to achieve a long-term competitive advantage. Below are eight questions to assess your business model design.

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The higher the switching costs, the likelier a customer is to stick to one provider rather than to leave for the products or services of a competitor. Well, that was more than a product innovation focusing on storage.

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  • Business model - Wikipedia;
  • It was a business model strategy to get customers to copy all their music into iTunes and their iPod, which would make it more difficult for them to switch to competing digital music players. Scalability describes how easy it is to expand a business model without equally increasing its cost base.

    Of course software- and Web-based business models are naturally more scalable than those based on bricks and mortar, but even among digital business models there are large differences. An impressive example of scalability is Facebook. With only a couple of thousand of engineers they create value for hundreds of millions of users. Only few other companies in the world have such a ratio of users per employee. A company that has pushed the limits even further is the social gaming company Zynga. A company that quickly learned its lessons regarding scalability was peer-to-peer communication company Skype in its early days.

    Their customer relationship collapsed under the weight of large numbers, when they were signing up ten thousands of users per day. They quickly had to adapt their business model to become more scalable.

    Recurring revenues are best explained through a simple example. When a newspaper earns revenues from the sales at a newsstand they are transactional, while revenues from a subscription are recurring.

    Software as a Service das Geschäftsmodell

    Recurring revenues have two major advantages. Firstly, the costs of sales incur only once for repetitive revenues. Secondly, with recurring revenues you have a better idea of how much you will earn in the future. A nice example of recurring revenues is Redhat, which provides open source software and support to enterprises based on a continuous subscription basis.


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    In the world of Software as a Service Saas these types of subscriptions are now the norm. This contrasts with Microsoft, which sells most of its software in the form of licenses for every major release. However, there is another aspect to recurring revenues, which are additional revenues generated from an initial sales. Or have a look at Apple.

    While they still earn most of their revenues from hardware sales, the recurring revenues from content and apps is steadily growing. Dell pioneered this model in the computer hardware manufacturing industry. By assembling on order after selling directly they managed to escape the terrible inventory depreciation costs of the hardware industry.

    Results showed how powerful it is to earn before spending.


    This is probably one of the least publicized weapons of mass destruction in business model design. What could be more powerful than getting others to do the work while you earn the money? In the bricks and mortar world IKEA gets us to assemble the furniture we buy from them. We do the work. They save money. They earn the sky-high valuations of their shares.