Nuevos Modelos de Negocio - II

Una de las  entradas del primer año de este blog (en el 2015!! como pasa el tiempo)  fue sobre nuevos modelos de negocio  https://www.slideshare.net/EDUARDOLFP/nuevos-modelos-de-negocios-digitales

Un primer enfoque

En esta primera entrada el  enfoque tenia su base en la definición que podemos encontrar en la wikipedia

“modelo de negocio, también es llamado diseño de negocio o diseño empresarial, es el mecanismo por el cual un negocio busca generar ingresos y beneficios económicos. Es un resumen de cómo una compañía planifica servir a sus clientes (economía). Implica tanto el concepto de estrategia como su implantación, comprendiendo diferentes  elementos ( selección de clientes, ofertas producto, utilidad, como conservar clientes, gestión tareas….)”

Esta definición de como generar ingresos y beneficios económicos tiene una visión mas amplia que únicamente la de como monetizar, que es quizás la primera asociación que normalmente se hace cuando se habla de modelos de negocio. Es una definición mas focalizada a la globalidad, al modelo de diseño empresarial, elementos etc pero sin precisar como poder definir todos estos conceptos.  Gracias a este concepto y de esta idea luego surgieron otros posts como  

http://eduardolfp.blogspot.com.es/2016/05/disney-y-las-tropas-de-fans-un-modelo.html

Un segundo enfoque ampliado

En este nuevo post el foco está en poder concretar los conceptos que definen los modelos de negocios. 

En el Programa Superior en Innovacion PSIED de ICEMD dirigido por Juan Ramón Campos que he terminado recientemente y la oportunidad de presentar un caso real en Endesa me han permitido seguir aprendiendo en modelos de negocio con nuevas herramientas. También el proceso de poner el foco en el cliente, poner pasión en la definición del problema, la definición de retos, testar , aprender, retroalimentar etc me han resultado clave  para la definición de  modelos de negocio, no en vano la definición de Innovación de MIT es:

Innovación = Invención x Comercializacion

Tras este nuevo enfoque mas sustentado en metodología de innovación ( agiles, design, thinking....) llegaríamos al concepto de sostenibilidad, es decir introducir la variable tiempo a la hora la definición de modelos de negocio. En este sentido y tal y como nos indico el profesor Manuel Basera para que un modelo de negocio sea sostenible debe cumplir:

• Solventar un problema
• Satisfacer un deseo
• Crear categoria

Este segundo enfoque por lo tanto pese a mantener una visión amplia al mismo permite una mayor concreción ya que su enfoque  gira sobre los conceptos:

• Modelo: manera en que los usuarios consumen el producto o servicio
• Monetización:  manera en que obtenemos ingresos de esas interacciones
• Elementos de monetización: actores, servicios o bienes y las distintas maneras de monetización  en los entornos digitales

¿Pero como concretar todas estas ideas?

El  Business Model Navigator (Oliver Gassmann, Karolin Frankenberger y Michaela Csik), se posiciona como la fuente más importante para describir de forma sencilla el modelo de negocio de tu empresa. De hecho sus autores han identificado 55 patrones de modelos de negocio, que serán la base que utilizaremos para generar ideas de nuevos modelos de negocio, siguiendo tres posibles estrategias:

• Transferir: Trasladar un modelo de negocio existente a un nuevo sector.
• Combinar: Transferir y combinar más de un modelo de negocio.
• Apalancar: Utilizar en un nuevo segmento de producto un modelo de negocio que ya está funcionando en otro producto.

Pero este modelo introduce desde mi punto de vista una componente  importante que es la de proceso:

• en primer lugar parte del ejercicio de entender el modelo de negocio actual, interacciones, lógica del modelo etc
• en segundo lugar abre el campo de análisis de nuevas opciones, modelos etc
• permite obtener una visión completa y detallada a implementar, lo que evita entrar en procesos que no terminan nunca

por lo tanto permite crear "una metodología" a la hora de definir modelos de negocio junto a ofrecer 55 patrones de modelos de negocio.

Cuales son estos 55 Modelos?

En el primer post se listaban algunos modelos como

Logística / Producción, Operaciones, sistemas..aas) / Colaboración / Ecosistemas /   Contenido cadena valor integral: Netflix /  Modelos Piramidales / Broker / Modelos de acceso gratuito.  El producto eres / Marketplace / Seguridad y privacidad / Business Angels /  Big Data / Suscripción / Modelos fremium / Financieros. microcréditos o  crowdlending / Flash Sales / Los comparadores online /  Conocimiento de usuario.. User experience,  Loyalty/ Modelo basado en la Publicidad / Modelo E-Commerce: /  FundRaising Donaciones ...

y aqui estarían los 55 modelos listados

Add-On (Upsell)	Sell Extra Custom Features	Ryanair
Affiliation	Use Sellers for you to sell your products	Amazon
Aikido	Disrupt against the proposition of competition	Nintendo Wii
Auction	Bidding, Reverse Auction	Ebay
Barter	Sponsoring and Value Exchange	P&G to give away Pampers, Pepsi to import Vodka to export Cola
Cash Machine	Collect Money from customers, but pay later to suppliers	Amazon, Dell, Travel Checks
Cross Selling	Sell other products which can be relevant to customers	Shell, Tchibo
Crowdfunding	Crowd invests for a sample product	Pebble, Music Record
Crowdsourcing	Crowd thinks, delivers, chooses	P&G Connect & Develop, Cisco
Customer Loyalty	Loyalty Card Programs to collect discount balance	Airlines, Advantage Card
Digitalisation	Physical Products and Offers become immaterial	Spiegel Magazine
Direct Selling	Producer directly faces and sells to customers	Tesla, Tupperware, Dell, Vorwerk
E-Commerce	Business transactions and communications via ICT	Amazon, Würth (intelligent box to give orders autonomously when the amount of supply goes low)
Experience Selling	Offers exclusive and unique product and service experience combined with positive emotions	Starbucks, Nespresso, Ikea, Marlboro
Flatrate	Offers unlimited use with the comfort to control prices	Netflix, Spotify, flat rate telecommunications subscriptions, all inclusive tourism offers
Fractionalized Ownership	Customer owns a specific portion or usage rights of a product	Timesharing holiday resorts, Netjets (network with 8000 airplanes), Sefage (Car Sharing Initiative established in 1948)
Franchising	Franchiser offers its business concept for expansion with the resources of franchisee whereas franchisee enjoys reduced risks and established brand and business processes	McDonald’s, Pizza Hut, Marriott, Starbucks
Freemium	Free basic version to wake the interest of customer and introduce the product, Paid advanced versions with full features	Skype, Spotify, Mailchimp, LinkedIn, Dropbox
From Push-To-Pull	Put customers as the central driving factor in every operation and decision, Produce only what the customer is ready to buy and do it as efficient as it is possible without waste	Toyota, Zara, Geberit
Guaranteed Availability	Provider offers uninterrupted availability instead of ownership, Provider is responsible for achieving this including timely repair, replacement and maintenance	Hilti, Fleet Management, Otis, IBM
Hidden Revenue	Offers free or cheap service to customers, but generates revenue from ads	Free newspapers, TV, Google
Ingredient Branding	Creating a brand for a component or a feature of a product	Intel for processors, Shimano for bicycle components, Bosch vehicle components
Integrator	Offering supplies mostly by own means with minimal dependency on 3rd Party suppliers	Zara, Ford
Layer Player	Specialised products and services which usually operate in multiple industries	Paypal, TRUSTe, Dennemeyer, Outsourcing Providers
Leverage Customer Data	Improved decision making and offering capabilities from the insights gained from raw customer raw	Google, Amazon, Facebook, Twitter
License	Focusing and investing on the commercialisation of intellectual properties	Mickey Mouse, IBM, BASF, ARM Limited
Lock-In	Offering products and services which are attached to intensive costs, time and learning if the customer wants to move to another provider	Software, Operating Systems, Gillette, Nespresso, Innovative external interfaces of hardware and mobile devices
Long Tail	Offering a large portfolio of products, not only the ones most people buy, but also niche products	Amazon, Ebay, iTunes, Netflix
Make More Of It	Offering core competencies to others externally	Porsche Consulting, Porsche Engineering, Festo, AWS
Mass Customisation	Customised Products but still in Mass Production, usually established with modular designs and components	Dell, Automobile Industry, Apple Watch with various bands, Levi’s, mymuesli
No Frills	Cheapest prices by offering unusual, but still essential version of products	Ford’s T-Modell, Southwest Airlines, Aldi, McFit, McDonald’s
Open Business Model	Involving external business partners for open research, development and innovation without detailed planning, P&G’s Connect+Develop to build new product ideas	Eli Lilly to build InnoCentive to solve complex scientific problems, IBM’s investments on Linux
Open Source	Products are built by community, Revenue doesn’t come directly from the product, but from the services around it	Mozilla, Red Hat, Wikipedia, Local Motors
Orchestrator	Company focuses only on its core competence, everything else is provided by third parties, but the company is also excelled to administer and integrate the activities of third party providers	Nike, Bharti Airtel, Li & Fung
Pay Per Use	Customer is charged based on her effective use of services and products	Pay-Per-View TV Offers, Pay-Per-Click Advertisement, Car2Go, Ally Financial’s Pay-Per-Risk Advertisement
Pay What You Want	Customer decides how much she wants to pay for a given service or product	One World Everybody Eats, Radiohead, Noisetrade, Humble Bundle
Peer-to-Peer	Company enables business transactions between private persons	eBay, Zopa, Airbnb, Uber, Upwork
Performance-based Contracting	Client is charged based on the monetary benefit it received from the offer or based on successful delivery of complex/risky offers	Rolls-Royce airplane motors, BASF Coatings, Xerox
Razor and Blade	Base component of the offer is either cheap or free of charge, but the complementary components to be able continue using the product is more expensive	Lamp oils from Standard Oil Company, Gillette, Printer Inks, Nespresso
Rent Instead Of Buy	Customer rents the product instead of buying it which frees the customer to do capital intensive investments to use the product	Saunders System, Xerox, CWS-boco
Revenue Sharing	Strategical partnership and collaboration to increase revenues in a win-win situation	CDNow, iTunes, AppStore, Groupon, Consultancy Industry
Reverse Engineering	Detailed Analysis of competitor’s products, services and business models to exploit the gained knowhow for its own business	Brilliance China Auto, Software, War industry
Reverse Innovation	Innovation and R&D are executed in developing countries to meet the extreme needs of developing countries, and then the offer is brought to developed countries	General Electric, Dacia Logan, Nokia, Haier
Robin Hood	Earn more from privileged customer segment, but supply more to unprivileged customer segment which may not otherwise afford the offer	Aravind Eye Care System, TOMS Shoes, One Laptop Per Child
Self-Service	Customer is actively involved in the delivery process of the offer, so thanks to the saved costs the company can further invest or reduce its prices	Supermarkets, restaurants, Ikea, Backwerk, Ibis Budget
Shop-in-Shop	As the name implies, this is about opening a business or a store (rent or franchise) inside another business or store	Bosch, Tschibo, Amazon Marketplace
Solution Provider	Offering not only a product, but also a turn-key solution around customer’s problem, so the customer can focus on its own core business	Heidelberger Druckmaschinen, Würth, Tetra Pak, 3M Services, Geek-Squad
Subscription	Recurring services or deliverables in regular time intervals	Salesforce, Blacksocks, Dollar Shave Club, Mailchimp, Entrepreneur Magazine
Supermarket	Offers a large spectrum of product to fulfil many requirements of the customer at one place	Toys"R"Us, Merrill Lynch, MediaMarkt, King Kullen Grocery Company
Target The Poor	Offers are targeted to the bottom of income pyramid, they are usually designed to cover minimal, but still essential needs of customers	Hindistan Unilever, Grameen Bank, Tata Nano, Walmart
Trash-To-Cash	Exploit recycled material to build new products with reduced costs, Give the customer good conscience to use your product	Freitag lab. AG, Greenwire, Emeco
Two-Sided-Market	Platform concept where the suppliers and customers are brought together	Diners Club, Ebay, Amazon, Zappos, Groupon, Facebook, Google
Ultimate Luxery	Offers are targeted to the top of income pyramid, they are usually unique and suit for self-realisation needs of customers, Focus on branding, events, highest quality standards associated with large investments which are covered with high margin of sales prices	Lamborghini, Jumeirah Group, Abbot Downing, Apple, Various watch producers
User Designed	Gives consumers the ability and infrastructure to design, produce, sell and market their own custom products	Spreadshirt, Lego Factory, Ponoko, Dreamheels, Createmytattoo
White Label	Offers no-name Products to vendors without any branding, so the vendors define their branding and pricing, focuses mainly on production and distribution optimisation	Foxconn, Richelieu Foods, Printing-In-A-Box