Modello di business e Business Plan

Transcript

1 Modello di business e Business Plan Prof. Michele Gorgoglione michele.gorgoglione@poliba.it

2 Sommario Che cos'è un modello di e-business Che cos'è un business plan Alcuni casi di e-business

3 Modello di (e-)business A business model describes the rationale of how an organization creates, delivers, and captures value» Business model generation (A. Osterwalder & Y. Pigneur), 2010

4 Building blocks

5 Segmenti For whom are we creating value? Who are our most important customers?

6 Valore What value do we deliver to the customer? Which one of our customer s problems are we helping to solve? Which customer needs are we satisfying? What bundles of products and services are we offering to each customer segment?

7 Vendite For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

8 Canali Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines?

9 Relazioni What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How costly are they? How are they integrated with the rest of our business model?

10 Risorse, Attività, Partner, Costi What Key Resources do our Value Propositions require? What Key activities do our Value Propositions require? Who are our Key Partners? What is our cost structure?

11 Business Plan Il business plan è la descrizione di idea modello strategia

12 What opportunity you see What problem or need you will address It is not a long-term vision for a growing business Business Plan Business Model Business Idea What it does How it works How it is managed Figure out how you will turn your business model into a functioning business, one that will actually create and implement your business idea Fonte: Thomas Cowan, "From Idea to Business", The Business Leader's Handbook Series, Vecker, 2011

13 What it does Identify what product or service you will offer Describe the targeted customers whose needs or problems will be addressed How it works Set out the broad actions you will take to create your product or service and enter the marketplace

14 Qual è il bisogno che viene soddisfatto? Quale organizzazione e quale strategia? Business Plan Business Model Business Idea What it does How it works How it is managed Chi acquista? Perché acquista? Come entrare nel mercato? Come sviluppare il mercato?

15 Business Plan Business Model Business Idea What it does How it works How it is managed BISOGNO VALORE e VANTAGGIO STRATEGIA

16 Strategia Relevance Team Vision Superiority Value Positioning Eco-system competency Sustainability Fonte: Bill Ryan, Apple

17 Elementi chiave Bisogno Valore Vantaggio e sostenibilità Scalabilità

18 Sul bisogno «Oh, non statemi a discutere di bisogno! Perfino gli accattoni, anche i più miserabili, hanno qualcosa di superfluo nella loro peggiore miseria. Non date alla natura più di quel che la natura necessita, e la vita dell uomo finisce col valere la vita della bestia. Tu che sei una dama: se ti mettessi addosso abiti così ricchi solo per stare al caldo, dimmi, che bisogno avrebbe la natura di vestire con tanta eleganza? Non è di certo l eleganza a tenerti calda. Ma quanto al vero bisogno» William Shakespeare, Re Lear, Atto II, Scena IV «If I had asked people what they wanted, they would have said faster horses.» Henry Ford, 1903 (uncertain)

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21 da Time Magazine (Apr. 2010) Steve Jobs didn't invent the tablet computer. In the past 10 years, practically every serious PC company has shipped one. The tablet computer is like a siren that calls seductively to computer engineers, only to wreck them fatally on the stony coast of our total lack of interest. Apple has a few weapons those other companies don't have. It has worldbeating displays. It has plenty of expertise in low-power engineering; the ipad'sspecs say it can do 10 hours of Web surfing on one charge. More important, to make up for the absence of a keyboard, Apple has its much patented multitouch technology. The ipaddoes a lot -Web browsing, , photos, music, movies, games, word processing, spreadsheets, presentations, e-books -but you'll notice that it doesn't do anything your other devices don't, and in many cases your other devices do those things better. The difference lies in what you can do with the ipad. You can pick it up. You can rest it in your lap. You can pass it around. You can leave it on a coffee table. You can tuck it in a bag. You can one-hand it while reading on a train.

22 Timeline (1/2) MS tablet Apple ipad Podcast Flickr Facebook MySpace SecondLife Last.fm WikiLeaks Kindle Google StreetView Bing GoogleDocs Google+ LinkedIn Wikipedia Blogger Napster GoogleEarth YouTube Twitter Instagram Pinterest

23 Timeline (1/2) MS tablet Apple ipad Web Search Engines Market Shares Google MSN Yahoo /03/01 01/07/01 01/11/01 01/03/02 01/07/02 01/11/02 01/03/03 01/07/03 01/11/03 01/03/04 01/07/04 01/11/04 01/03/05 01/07/05 01/11/05 01/03/06 01/07/06 01/11/06 01/03/07 01/07/07 01/11/07 01/03/08

24 Valore Il business funziona se ciascuna delle parti assegna a ciò che riceve un valore superiore a ciò che fornisce Buyer: il prodotto vale più del prezzo di acquisto Seller: il prezzo di vendita vale più del prodotto

25 Vantaggio competitivo M. E. Porter Strategy and the Internet HBR, march 2001 «the Internet tends to weaken the industry profitability» «the simple proliferation of dotcoms is [not] a sign of economic value»

26 Vantaggio competitivo redditività sostenibilità creare valore in modo distintivo

27 Scalabilità Scalability is the ability of a system, network, or process to handle a growing amount of work in a capable manner or its ability to be enlarged to accommodate that growth. Capability of a system to increase its total output under an increased load when resources are added. The underlying business model offers the potential for economic growth within the company. Wikipedia, 2014

28 Scalabilità ROI se investo di più il business genera più profitto? Efficienza i costi crescono più lentamente dei ricavi? Fonti di profitto come aumento i ricavi? Crescita come è organizzata l'impresa?

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30 D.G. M. Rossi Organigramma CdA: N. Rossi, G. Rossi, P. Rossi D. Comm. M. Rossi D. Prod. V. Rossi D. Sviluppo V. Rossi D. Ricerca S. Rossi D. Amm. B. Bianchi D. Personale L. Rossi D. Logistica M. Rossi A. P. S. G. M. N. M. M. N. R. Rossi Rossi Rossi Rossi Rossi Rossi Rossi Rossi Rossi Rossi 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% Proprietà Fatturato: Utile: Risultati

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