Nuevos Modelos De Negocio en Las Industrias Culturales. 2º Taller Ciclo de Gestión Cultural 2.0.

[email protected] @[email protected] @innovarligero

1.- El modelo de negocio es nuestro producto

2.- Elementos que componen nuestro modelo de negocio

3.- Cómo aprender de otros modelos de negocio y cómo sería mi negocio

4.- Práctica de modelado de negocio. Coge papel y tijeras.

5.- Tendencias actuales en la innovación de modelos de negocio en las industrias culturales.

6.- Casos de éxito

https://www.youtube.com/watch?v=fNv0iz8BFd0

https://www.youtube.com/watch?v=fNv0iz8BFd0

empresasmi negocio clientes proveedores sin ánimo de lucro Gobierno

6 actores

10 elementos a transferir

producto servicio experiencia visibilidad reputación

altos ingresos pequeños ingresos información propiedadintelectual

crédito

Construye tu modelo de negocio con 16 piezas

sentido de la transacción

How to use the Business Model Blocks?

IncHQHQ IncIncInc

1

!!!!!!

!"#$%&##''()*&+',$-

These are the Stakeholders

Stakeholders

IncHQHQ

Your OrganizationThis is where your business model starts to get shape. Place this block in the center and build your model around it.

Stakeholders

HQHQHQHQHQ IncIncInc

Other CompaniesThe second most important block is the company. In most models this will be the actor that offers a product or service.

Stakeholders

HQHQHQHQHQ IncIncIncIncIncInc

SuppliersThis icon can also be used for service suppliers like web or marketing agencies.

Stakeholders

HQHQHQHQHQ IncIncIncIncInc

ConsumersThe ones that receive your organization’s value proposition and give something in return. Use one block per customer segment.

Stakeholders


GovernmentSome business models have links to governmental institutions. Use this block if relevant.

Stakeholders


Non-profitIf unions or charity organizations are relevant you can add this player to the system.

How to use the Business Model Blocks?

IncHQHQ IncIncInc

1

!!!!!!

!"#$%&##''()*&+',$-

... & these the items they transfer

Transfer Items


ProductThe first, most straightforward offer to clients is an actual product, ranging from basic commodities up to finished goods. A BMW car is one example, but today also digital products can be included.

Transfer Items


ServiceOne way to upgrade your business model is to offer a service next to the product. BMW, in this case, not only sells cars but includes maintenance and other services around the product.

Transfer Items

!!!!!


MoneyThe typical currency that clients pay with, is money – which is critical to company’s revenue models. The building blocks make a differentiation between two types of money. This icon represents the normal value of a good, including profit.

Transfer Items

!!


Less money ( Micro payments )This second icon represents money as well, but less than the normal amount covering cost and profit of what is offered. Usually this transaction implies that other revenue streams are added to the traditional business model.

Transfer Items

!!


ExposureActive exposure or attention is the next step in the evolution of currency. For some businesses the spreading of their ideas and brand values becomes more important than the immediate return in money. One example is a free newspaper that seeks for the attention of as many readers as possible to become more attractive to advertisers.

Transfer Items

HQHQHQHQHQ

!!


RightsOwnership rights, IP and even the right to emit CO2 are items that stakeholders can exchange between each other. This must be the most abstract block but it is necessary to illustrate the innovativeness of several models.

Transfer Items

HQHQHQHQHQ

1

IncIncIncIncInc

!!

ReputationToday, the next upgrade to reputation can only be found in a few sectors. In these cases, ‘reputation’ selling can be described as the most essential brand experience.

Transfer Items


!!

CreditsVirtual credit systems are on the rise. Therefore we have to add them to the business model blocks as well. Loyalty cards and similar are also covered by this block.

11

Transfer Items


!!

ExperienceThe two concepts of product and service are commonly applied throughout our economy. In the last years, several companies have moved a step further by offering an experience to customers. BMW does not sell a car with a service in this case, but a driving experience.

1

Transfer Items


!!

DataInformation is one of the key items that is being transferred in modern business models. Depending on the context a mixture of ‘information’ related items (content, data, knowledge, articles, etc.) are being used in relation to this block.

1

https://www.youtube.com/watch?v=B4ZSGQW0UMI

https://www.youtube.com/watch?v=B4ZSGQW0UMI

How do you start?

Start by placing your organization in the center.

Step 1.

iTunes Business Model

Step 1. Put your organization in the center

IncHQHQ

iTunes

How do you start?

Include all relevant stakeholders

Step 2.


Music Fans

Step 2. Add other stakeholders

IncHQHQ

iTunes

How do you start?

Draw relationships and add the items they transfer

Step 3.

Step 3. Add relationships...


Music Fans

IncHQHQ

iTunes

Step 3. ... & transaction items


Music Fans

1 Single

Icon used: Product

IncHQHQ

iTunes

Step 3. ... & transaction items

Icon used: Money


Music Fans

1 Single

!

! 0.99

!!!!!

IncHQHQ

iTunes


Music Fans

1 Single

!

! 0.99

Product for Money

IncHQHQ

iTunes

Now, let’s make it a bit more complex. Using the example of Spotify instead of iTunes.

Spotify Business Model

IncHQHQ

Spotify

27/04/10

Spotify.com !Example case: “In August SONY BMG Sweden confirmed they already made more money out of Spotify music service than iTunes.”

!

750K paid subscribers are already hooked*

7

27/04/10

We add the stakeholders, still music fans.


IncHQHQ

Spotify Music Fans

But instead of a product, Spotify offers a service.


IncHQHQ

Spotify Music Fans

Stream

Music fans can stream all the music they want for free.

We add another customer sector, one that is willing to pay for a better service.


IncHQHQ

Spotify Music Fans

Stream

Music Fans

Spotify offers streaming from mobile phones...


IncHQHQ

Spotify Music Fans

Stream

Music Fans

Mobile

... in exchange for a monthly subscription.


IncHQHQ

Spotify Music Fans

Stream

Music Fans

Mobile

!

! 9.99 p/m


IncHQHQ

Spotify Music Fans

Stream

Music Fans

Mobile

!

! 9.99 p/m

Freemium Model

27/04/10

The Business Model behind Spotify.com !an adbased freemium model

The basic music streaming service is offered for free to music fans.

Advertisers pay to cover the costs.

IncHQHQ

Spotify Music fan

!

Money

Free music service

IncIncInc

Advertiser

Exposure tomusic fans

27/04/10

The Business Model behind Spotify.com !an adbased freemium model

A small percentage does already pay for a premium service. The 2011 US

launch must be the most anticipated music service launch ever.

pitch your business model visually via this free template

IncHQHQ

Spotify Music fan

Music fan

!

Money

Free music service

IncIncInc

Advertiser

Ad-freePremium music service

!

Monthly subscription !9,99

Exposure tomusic fans

by BoardofInnovation.com

It works for simple and complex business models

!!!!!

How do you start?

Innovate your business model by modifying stakeholders and transaction items.

Step 4.

Start simple: subscription model

Introduce new stakeholders:!e.g. Advertiser

Learn from others:!e.g.: Quirky.com

27/04/10

Quirky.com !Example case: “Quirky raised the bar for co-creation

platforms by paying out influencers. Every week 2 new

products are being launched.”

!

+500 people co-designed 1 new iPad stand*

3

*quirky.com/products/30-Cloak-iPad-Case

27/04/10

27/04/10

The Business Model behind Quirky.com !a co-creation platform + e-shop

Inventors pay $99 to submit their idea to this co-creation platform. After

selection a community of designers will co-design and improve this product.

27/04/10


Suppliers will set a minimum amount on the pre-sales. If enough people buy

this product, it will be go into production.

pitch your business model visually via this free templateby BoardofInnovation.com

27/04/10


Revenues from the e-shop are shared with the community. 30% of profit goes

to the initiator. 30% will be proportionally divided amongst the influencers.

27/04/10

PayWithaTweet.com !Example case: “Paying with the value of your social

network was never more easy. Expect more concepts

like this in 2011. (e.g. SocialWhispers.com,...)”

!

+300,000 people paid already with a tweet*

6

*vator.tv/news/2010-10-11-pay-with-a-tweet-a-new-kind-of-marketing

27/04/10

27/04/10

The Business Model behind PayWithaTweet !pay with the value of your social network

More a marketing tool than a business model but remarkable enough to

mention. Instead of paying with cash, users buy products with exposure.

IncHQHQ

Paywithatweet Online shopper

Facebook friend

Twitter users

Digital product

Social network

Pay with a Tweet/post

27/04/10

The Business Model behind PayWithaTweet !pay with the value of your social network

Hopefully boosting the viral effect what would result in a better reputation for the initiator. The latter could use this to sell more products later on.

IncHQHQ

Paywithatweet Online shopper

Facebook friend

Twitter users

Digital product

Digital product

Social network



1reputation

27/04/10

HumbleBundle.com

!Example case: “Buying indie games and supporting

charity is an attractive formula. Being open and

transparant helped this pay-what-you-want concept.”

!

$1,824,408 was raised within 1 week

5

27/04/10

1. Humble Bundle in 3 key offerings

Get a “bundle” of digitals

Bundle offerings are typically 2-week periods where between three to five games are offered. People can set their own price, but of they pay more than the average, they get an extra product.

Pay what you want

Bundles are offered at a pay-what-you-want model. The purchaser is able to name any price for the bundle. Prices may vary between $1 and $10.000. !

Divide the profit

The interface gives users the chance to determine how to distribute their contribution as a split between the developers, the charities for that event and a "Humble tip"

2. On which trends does this company focus?

• Involve charity !

• Full transparency !

• Fully digital !!!!

Facts

• Initially focussing only on indie games evolved to many shapes of “digital content”

• $20 million being raised for charity and +1.8 million customer base worldwide (08/2013)

• Minimum purchase price is $1, every 2 weeks a new bundle is offered.

concept mapping by

https://www.humblebundle.com

HQ Industry to learn from

Founded

Gaming

2010

• Clients are in control of who gets the biggest share of the revenue.

!• The smart incentive system, beat the average, raises

the average price donated over time. Early customers will get more for less.

!!

!

3. Does it bring people out of their comfort zone?

US

San Francisco, US

Why Innovative?

Key Info

The Humble Bundles are a series of collections ("bundles") of video games, music albums or eBooks that are sold and distributed online at a price determined by the purchaser. The bundles are typically offered during a two-week period; sales often include bonus games or media offered mid-week through the sale for those that have already purchased the bundle or otherwise pay more than the average.

27/04/10

The Business Model behind HumbleBundle

!a succesful pay-whay-you-want formula

You decide how much you pay. Information of previous buyers (How much do other Mac users pay?) set anchor prices to encourage payments.

IncHQHQ

Humble Bundle Gamer

Digital games

!

Set your own price

27/04/10

The Business Model behind HumbleBundle

!a succesful pay-whay-you-want formula

To boost sales Humble Bundle gives buyers control on how the money is divided over themselves, charity and other organizations.

IncHQHQ

Humble Bundle Gamer

Digital games

!

Set your own price

IncIncInc

EFFCharity

!

Set % donation

!

Set % donation

!

Set % commission

1. How do they make money?

Humble Bundle is fully dependent on the pay-what-you-want concept. People can choose what goes to the author, charity and Humble Bundle itself (what they call the Humble tip). On average, 15% of the total funds.

2. Other companies with similar business model.

• http://genero.us • Pay-what-you-want restaurants • Radiohead’s album - In Rainbows !

!!

!

3. Business Model characteristics

• “Pay-what-you-want”model • Charity-based • Split the profit !!

business model mapping by

Business Model

The Humble Bundles are a series of collections ("bundles") of video games, music albums or eBooks that are sold and distributed online at a price determined by the purchaser. The bundles are typically offered on a semi-regular basis during a two-week period; sales often include bonus games or media offered mid-week through the sale for those that have already purchased the bundle or otherwise pay more than the average.

27/04/10

Free with in-app sales !Example case: “The sales of virtual goods has

flourished in 2010 and even outperformed mobile ads.

6/10 top grossing iPhone apps can be bought for free.”

!

80% of revenue comes from in-app sales*

4

*readwriteweb.com/mobile/2010/10/in-app-purchases-generate-more-revenue-than-ads.php

27/04/10

27/04/10

The Business Model behind In-App sales !cross-selling strategy

By offering the game (or application) for free they try to get you in.

If the experience is addictive, users are willing to pay for extras.

IncHQHQ

Mobile Game Mobile Gamer

Free mobile game

AddictiveExperience

27/04/10

The Business Model behind In-App sales !cross-selling strategy

Often an intermediate credit system is used to loose the real-world value perception of the virtual goods that can be bought with it.

pitch your business model visually via this free template

IncHQHQ

Mobile Game Mobile Gamer

Free mobile game

Digital upgrades & virtual goods

Credits

!

Money

Some credits

AddictiveExperience

by BoardofInnovation.com

https://vimeo.com/75720464

https://vimeo.com/75720464

Friday 5 October 12

[email protected] @innovarligero

Nuevos Modelos De Negocio en Las Industrias Culturales. 2º Taller Ciclo de Gestión Cultural 2.0.

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Transcript of Nuevos Modelos De Negocio en Las Industrias Culturales. 2º Taller Ciclo de Gestión Cultural 2.0.