25

Business Idea Implementation Course
Business model innovation

 25th / 27th February 2019
Andrea Bettoni
Docente-Ricercatore Senior
andrea.bettoni@supsi.ch
→ Agenda
1 Time… for change
2 What is a business model and what is for
3 The business model canvas
4 The 9 blocks of the canvas
5 From canvas to new business models
6 A canvas for start-ups
7 Cosmetics of… business model
2
→ Agenda
3
4
Swatch are produced in a semi-
automated way and, with its only 51
components against 91 of mechanical
watches, allow to drastically reduce
production costs
SMH, later renamed The Swatch Group, launches in the ’80s a new product: the
Swatch (second watch) which will sell 55 million pieces in its first 5 years 5
Time… for change
→ A risky move?
The SMH move to launch a Swiss watch in a low-end segment is

challenging and risky for a set of reasons
Cannibalization. The new brand could erode sales

of the other brands within the group that operate
in the middle segment, like Tissot
Competence destruction. Traditional engineers

competence in the group is completely useless to
develop this new concept
Adoption and margins. Differently from watches

produced till then, costs need to remain very low
so as to target wide market shares
6
? Why would Swiss watch industry
ever enter this market
7
Time… for change
→ The quartz crisis
As the other nations convert their watch industries to serve war

1939-45 purposes, the neutral Switzerland becomes market leader
Max Hetzel develops the Accutron, a watch that uses a

1954 battery to charge a diapason resonating at 360 Hz
The first battery watch, the American Hamilton 500, is

1957 launched setting the basis for the quartz watch
In Neuchâtel is founded the Centre Electronique Horloger for

1962 developing the quartz watch before Seiko
Seiko discloses Astron, the first quartz watch

1969 ever produced
Quartz watches overcome mechanical

1978 ones in popularity
The number of Swiss watch producers falls from 1600 to only

1983 600, the watch industry is on its knees
8
Time… for change
→ The launch of the first Swatch and a
On 1st March 1983 in Zurich the first 12-pieces

Swatch collection, with a price range
between 40 and 50 francs is launched with an
aggressive marketing campaign that tries to
associate Swatch with a lifestyle
9
Time… for change
→ The Swatch Group
The strategy adopted by Nicholas Hayes, CEO of SMH in the ’80s,

focuses on combining the business model of luxury brands with that
of a new low cost brand while keeping them all under the same
roof
Every brand within the group

maintains its autonomy on new
product development while
marketing and production are
centralized
10
Time… for change
→ Between past and future
The Boncourt production line for the Sistem51

model can produce, assemble and decorate,
first in the world and in a completely
automated way, one piece in 28.5 seconds
Back then as it is today one of the strengths of Swatch was the low labor cost
needed for its production, ranging below 10% of total costs 11
→ Agenda
7 Cosmetics of…business model
12
Peter Drucker
Managerial consultant and writer
(1909-2005)
In a 1984 article for Harvard

Business Review, he introduces
the concept (without ever
mentioning the term business
model)as «the set of
assumptions about what a
company gets paid for»
Such assumptions that he

explains within his Theory of
Business, are about markets,
customers and competitors
identification, their values and
behaviors
13
What is a business model and what is for
→ What does IBM do?
Drucker observes the evolution of IBM business, in a company that is

famous for its ability to reinvent itself and analyze its assumptions
Tabulating Vendor of Minicomputer e PC

Hardware leaser
machine company mainframe hardware vendor
What could IBM business be?
14
→ What does IBM do?
Drucker observes the evolution of IBM business, in a company that is

famous for its ability to reinvent itself and analyze its assumptions
Tabulating Vendor of Minicomputer e PC

Hardware leaser
machine company mainframe hardware vendor
What could IBM business be?
IBM could see itself as an hardware vendor and

become unable to change when needed
 Drucker believes that companies fail to adopt to evolution of

market conditions because they can’t make their business
assumption explicit
15
→ Business models of the dot-com bubble
“ All it really meant was how you

planned to make money
Michael Lewis, writer and financial journalist, gives in 1999 this”

definition of business model while referring to the period of the dot-
com bubble and two particular business models operating back
then:
Microsoft. To sell software for 120 bucks a pop that cost
fifty cents to manufacture
Imprese internet. To attract huge crowds of people to

a Web site, and then sell others the chance to
advertise products to the crowds
16
→ Design a business model
 Joan Magretta (2002) links the birth of business models, as a

conscious design choice of companies, made possible by the
advent of personal computers and, in particular, of spreadsheets
 He adopts a supply-chain-based perspective for the creation of

business models by splitting it in two phases
Making Selling
Product-service design Customers identification and reach
downstream
upstream
Raw materials buying Sales management
Production Product distribution / Service provision
… …
17
→ Business model vs. business strategy
 Magretta introduces also the distinction between business model

and business strategy
 A business strategy explains how to do better

than competitors and this may be done by
either introducing a
new business model or
by applying one that is
already existing in
another market
Introducing a new business

model generates a so-called
disruptive innovation
18
→ Business model, business strategy and business plan
What is Focus
Competitor analysis
Explanation of how a company
Customers segmentation
achieves long-run period
Answer to market conditions
Business strategy
Value proposition
Formalization of how the
Revenue streams
business work
Costs structure
Business model
Entrepreneurship project
Document that describes
Market analysis
business objectives and how to
Organizational aspects
reach them
Economic forecasts
Business plan
19
→ How to innovate a business model
Karan Girotra e Serguei Netessine (2014) propose 4 paths for

business model innovation:
 A business model is a set of decisions that determine how the

business generates revenues, sustains costs and manage risks
 Innovating a business model means introducing changes in key

decisions:
→ WHAT: what will the offer be?
→ WHEN: when will decisions be taken?
→ WHO: who will take decisions?
→ WHY: why introducing a specific change?
20
→ 4 possible paths to business model innovation
WHAT WHEN
 Narrow the focus on offer  Postpone decisions
 Exploit similarity between  Sort differently decisions
products  Split key decisions
 Create a complementary
portfolio
WHO WHY
 Assign a better informed  Change revenue streams
decision-maker  Synchronize time horizons
 Let risk be sustained by who can  Integrate incentives
better handle its consequences
 Choose the decision-maker who
has more to gain
21
→ Design a business model
“ A business model describes the

logic of how a company crates,
offer and retains value
– Alex Osterwalder, Business Model Generation, 2010

”
He develops the business model canvas,
a tool that makes explicit the
assumptions underlying company
business by defining 9 blocks
22
→ Signs of failure
Rita McGrath (2011), a Columbia Business School professor, says

that there are signs of the need for a new business model
 Innovation to existing
offer provide smaller
improvements
 Employees struggle in
finding new
improvements
 Customers find more

and more alternatives to
our offer
23
→ Agenda
24
? What is needed to talk effectively
about business models
25
The business model canvas
→ Motivations
Alex Osterwalder and Yves Pigneur (2010) introduce in their Business

Model Generation book, the motivations behind the canvas:
 Understand. Explicit those assumptions on business model basis

that Drucker described
 Model. Develop a concept that is simple, relevant and intuitive

without oversimplifying the complexities of how enterprises
function
 Share. Provide a commonly accepted ground as a starting point

for any discussion
 Manipulate. Make use of a flexible tool «put hands on» a business

model and possibly innovate it
26
Key partners Key activities Value Customer Customer
proposition relationships segments
Key resources Channels
Cost structure Revenue streams
27
An organization
serves one or
several customer
segments
28
It seeks to solve An organization

customer serves one or
problems and several customer
satisfy customer segments
needs with value
propositions
29
It seeks to solve An organization

customer serves one or
problems and several customer
satisfy customer segments
needs with value
propositions

Value is delivered
to customers
through
communication,
distribution, and
sales channels
30
It seeks to solve Customer An organization

customer relationships are serves one or
problems and established and several customer
satisfy customer maintained with segments
needs with value each customer
propositions segment

Value is delivered
to customers
through
communication,
distribution, and
sales channels
31


Value is delivered
to customers
through
communication,
distribution, and
sales channels
Revenue streams result from value

propositions successfully offered to
customers
32


Key resources are Value is delivered
the assets to customers
needed to offer through
and deliver the communication,
described distribution, and
elements . . . sales channels

customers
33
. . by performing It seeks to solve Customer An organization

a number of key customer relationships are serves one or
activities problems and established and several customer


customers
34
Some activities . . by performing It seeks to solve Customer An organization

are outsourced a number of key customer relationships are serves one or
and some activities problems and established and several customer
resources are satisfy customer maintained with segments
acquired outside needs with value each customer
the enterprise propositions segment


customers
35


The business model elements result in the Revenue streams result from value
cost structure propositions successfully offered to
customers
36

customer

customers
37

offer

< customers
38

the enterprise propositions
infrastructure
segment

customers
39

financial
sustainability
Key resources are
the assets
Value is delivered
to customers
customers
40
→ Agenda
41
→ Customer segments
The Customer Segments Building Block defines the

different groups of people or organizations an
enterprise aims to reach and serve
 A business model can define one or more customer segments
 Customer are grouped in separate segments if their needs

require a distinct offer, different relationships, if they are reached
through different channels or if they have a different profitability
 An organization must make a conscious decision about which

segments to serve and which segments to ignore
 A business model can be carefully designed to address specific

customer needs
42
→ Customer segments
? For whom are we creating value?

Who are our most important
customers?
Segmented
Niche market Customer segments with
Diversified
Target on specialized slightly different needs
Unrelated customer
segments and tailored and problems
segments with very
offer different needs
Mass market Multi-sided platforms

No customer segments, Interdependent customer
large group with similar segments tied by the use43
needs and problems of the platform
→ Value proposition
The Value Propositions Building Block describes the bundle

of products and services that create value for a specific
Customer Segment
 Represents the reason why customers turn to one company over

another
 Solves a customer problem or satisfies a customer need
 Is an aggregation of benefits the company offers to its customers
 May be innovative and represent a new or disruptive offer or

may be similar to existing market offers, but with added features
and attributes
44
→ Value proposition
? What value do we deliver to the

customer? Which of our customer’s
problems are we solving and which
needs are we satisfying?
What products and services are we
offering to each Customer Segment?
Getting the job done Cost reduction
Brand / status
Customization Design Price Risk reduction
Performance Convenience / usability

45
Newness Accessibility
Il business model canvas
→ Canali
Il blocco dei Canali descrive come un’impresa comunica

e come raggiunge i suoi Segmenti di Clientela per fornire
la Proposta di Valore
 I canali di comunicazione, di distribuzione e di vendita

costituiscono l’interfaccia dell’impresa verso i clienti
 I Canali svolgono un ruolo importante nella customer experience
 Le funzioni dei canali sono:

→ Aumentare la consapevolezza dei clienti riguardo i prodotti e servizi
dell’impresa
→ Aiutare i clienti a valutare la Proposta di Valore dell’impresa
→ Permettere ai clienti di comprare specifici prodotti e servizi
→ Trasferire la Proposta di Valore ai clienti
→ Fornire servizi di post-vendita
46
→ Canali
? Come vogliono essere raggiunti i

nostri clienti?
Come li stiamo raggiungendo ora?
Come sono integrati i nostri canali?
Quali funzionano meglio?
Si integrano con la routine dei clienti?
3. Acquisto
Come consentiamo ai
2. Valutazione clienti di comprare i nostri 4. Fornitura
Come aiutiamo i clienti a prodotti e servizi? Come consegniamo
valutare la nostra la Proposta di Valore
Proposta di Valore? ai clienti?
1. Consapevolezza 5. Post-vendita
Come facciamo Come forniamo supporto
conoscere i nostri prodotti e post-vendita ai clienti? 47
servizi?
→ Relazione col cliente
Il blocco delle Relazione coi Clienti descrive il tipo di

relazioni che l’impresa stabilisce con gli specifici Segmenti
di Clientela
 L’impresa dovrebbe chiarire quali relazioni intende stabilire con

ogni Segmento di Clientela
 Le relazioni possono spaziare da modelli personali fino a

completamente automatici
 Le Relazioni coi Clienti servono per acquisire e conservare la

clientela o per incrementare le vendite
 Le Relazioni col Cliente richieste dal modello di business

influenzano fortemente la customer experience
48
→ Relazione col cliente
? Che tipi di relazioni si aspetta ogni

segmento di clientela?
Quali abbiamo stabilito ora e quanto
costano?
Come sono integrate col modello di
business?
Servizi automatizzati
Mix di self-service e sistemi
Self-service automatici (e.g. profili on-line Comunità
L’impresa fornisce ai per servizi personalizzati) Fa leva sull’interazione
clienti gli strumenti per tra utenti per risolvere i
aiutarsi da sola problemi d’uso
Assistenza personale Co-creation

(dedicata) Il cliente partecipa alla
Basata sull’interazione creazione del valore (e.g. 49
umana (dedicata) contenuti su YouTube)
→ Flussi di ricavi
Il blocco dei Flussi di Ricavi rappresenta il denaro che ogni

Segmento di Clientela genera per l’impresa
 Ogni Flusso di Ricavi può avere diversi meccanismi di tariffazione

Tariffazione a menù fisso Tariffazione dinamica
Lista dei prezzi Negoziazione (trattativa)
Dipendente dalle caratteristiche prodotto Gestione della redditività
Dipendente dal segmento di clientela Mercato real-time
Dipendente dal volume Aste
 Un modello di business può ricorrere a due diversi tipi di Flussi di

Ricavi:
1. Ricavi da transazioni relative a pagamenti una tantum del cliente
2. Ricavi ricorrenti relativi a pagamenti continuativi per fornire la
Proposta di Valore ai clienti o per fornire supporto post-vendita
50
→ Flussi di ricavi
? Per quale valore i nostri clienti sono

disposti a pagare?
Per cosa pagano ora e come?
Come preferirebbero pagare?
Come contribuisce ogni flusso di ricavi
al totale delle entrate?
Prestito / affitto / leasing
Accesso temporaneo ed
Tariffa di sottoscrizione Licenza
esclusivo ad un asset
Vendita continua di un Cessione di IP in
servizio (e.g. palestra) cambio di una tariffa
Tariffa d’uso Provvigione
Pagamento proporzionale Pagamento del servizio di
all’uso di un servizio intermediazione
Vendita di asset Pubblicità

Vendita della proprietà del Tariffa per pubblicizzare
51 un
prodotto fisico dato prodotto o brand
→ Risorse chiave
Il blocco delle Risorse Chiave descrive gli asset più

importanti necessari per fare funzionare il modello di
business
 Le Risorse Chiave permettono all’impresa di creare e offrire una

Proposta di Valore, raggiungere i mercati, mantenere Relazioni
coi Clienti e generare ricavi
 Diversi modelli di business richiedono diverse Risorse Chiave
 Le Risorse Chiave possono essere possedute (o in leasing)

dall’impresa o acquisite da Partner Chiave
52
→ Risorse chiave
? Quali risorse chiave richiede la nostra

proposta di valore?
Quali risorse chiave richiedono i
canali di distribuzione, le relazioni coi
clienti e i flussi di ricavi?
Intellettuali Umane
Risorse intangibili come brand, Personale qualificato
conoscenza proprietaria, fondamentale nelle
brevetti e copyright, imprese creative e
database di clienti basate sulla conoscenza
Fisiche Finanziarie
Asset fisici come siti produttivi, Risorse o garanzie come
edifici, macchine e veicoli, liquidità, linee di credito, stock
sistemi, punti vendita e option per assumere figure
network di distribuzione chiave 53
→ Attività chiave
Il blocco delle Attività Chiave descrive le cose più

importanti che un’impresa deve fare per fare funzionare il
proprio modello di business
 Le Attività Chiave permettono all’impresa di creare e offrire una

Proposta di Valore, raggiungere i mercati, mantenere Relazioni
coi Clienti e generare ricavi
 Diversi modelli di business richiedono diverse Attività Chiave (e.g.

sviluppo software per Microsoft, gestione della supply chain per
Dell, problem solving per McKinsey)
54
→ Attività chiave
? Che attività chiave richiede la nostra

proposta di valore?
E quali i nostri canali di distribuzione, le
relazioni coi clienti e i flussi di ricavi?
Problem solving
Relative al trovare nuove soluzioni a
problemi individuali (e.g.
consulenze, servizi ospedalieri),
richiedono gestione della
conoscenza
Produzione
Piattaforme / network
Relative alla progettazione,
Relative alla gestione della
manifattura e fornitura di un
piattaforma, del network, dei
prodotto in quantità
processi di match-making e
considerevoli o qualità
dei software necessari
superiore 55
→ Partner chiave
Il blocco dei Partner Chiave descrive il network di fornitori

e partner che fa funzionare il modello di business
 Le imprese fondano partnership per svariate ragioni (e.g.

ottimizzare il proprio business, ridurre i rischi, acquisire risorse)
 Si possono distinguere quattro tipi di partnership:

1. Alleanze strategiche tra non-concorrenti
2. Cooperazione strategica tra concorrenti
3. Joint-venture per sviluppare nuovi business
4. Relazioni compratore-fornitore per garantire forniture affidabili
56
→ Partner chiave
? Chi sono i nostri partner chiave?

Chi sono i nostri fornitori chiave?
Che risorse chiave riceviamo da loro?
Che attività chiave svolgono i nostri
partner?
Riduzione di rischi e incertezze
Volte a ridurre i rischi in un ambiente
competitivo caratterizzato
dall’incertezza coinvolgendo, se
necessario, anche concorrenti
Ottimizzazione ed economie di
Acquisizione di risorse o attività
scala
Volte ad estendere le proprie
Progettate per ottimizzare
capacità facendo ricorso a
l’allocazione delle risorse al fine
quelle di altre imprese per
di ridurre i costi ricorrendo
attingere a conoscenze,
spesso a infrastrutture esterne o 57
licenze o accesso ai clienti
condivise
→ Struttura di costo
Il blocco della Struttura di Costo descrive tutti i costi incorsi

per operare il modello di business
 I costi considerati in questo blocco sono quelli relativi alla

creazione e al trasferimento del valore, e al mantenimento delle
Relazioni coi Clienti
 La quantificazione dei costi parte dalla definizione delle Risorse

Chiave, Attività Chiave e Partner Chiave
 Alcuni modelli di business sono fondati su di una Struttura di

Costo economica (e.g. operatori di linea low-cost nell’aviazione)
58
→ Struttura di costo
? Quali sono i costi principali del nostro

modello di business?
Quali Risorse Chiave e Attività Chiave
sono le più costose?
Costi fissi. Rimangono gli stessi per qualsiasi
volume dei beni o servizi prodotti (e.g.
salari, affitti, siti produttivi)
Costi variabili. Variano proporzionalmente
Basata sul valore ai volumi di beni o servizi prodotti
Meno preoccupata dei costi per Economie di scala. Vantaggi di costo di cui i
modelli di business concentrati business godono all’aumentare dell’output
sulla creazione di valore (e.g. riduzione costi su acquisti grandi lotti)
Economie di scopo. Vantaggi di costo
Basata sui costi acquisiti all’allargarsi dello scopo delle
Puntano a minimizzare i operazioni (e.g. condivisione marketing)
costi per proposte di valore 59
a basso prezzo
→ Agenda
60
From canvas to new business models
→ Epicenter of business model innovation
Resource-driven innovations originate from an organization’s existing

infrastructure or partnerships
Offer-driven innovations create new value propositions that affect

other business model building blocks
Customer-driven innovations are based on customer needs, facilitated

access, or increased convenience
Finance-driven innovations driven by new revenue streams, pricing

mechanisms, or reduced cost structures
Multiple-epicenter innovations can have significant impact on several

other building blocks
61
→ The importance of customer perspective
 Companies invest in market research to understand the needs

and problems of their customers, yet customer perspective
(environment, daily routines, concerns, aspiration) is seldom
considered when designing a new product / service
At the time when illegal music downloading was

at its peak, Apple understood that customers
were not interested in media players per se, they
lacked a complete solution to seamlessly
experience music by searching, finding,
downloading and listening to digital content
62
→ The empathy map
What does she

THINK AND FEEL?
what really counts
major preoccupations
worries and aspirations
What does she What does she
HEAR? SEE?
what friends says environment
what boss says friends
what influencers say what the market offers
What does she

SAY AND DO?
attitude in public
appearance
behavior toward others
PAIN GAIN
fears wants / needs
frustrations measures of success
obstacles obstacles
63
→ How to use the empathy map
1 WHAT DOES SHE SEE? 2 WHAT DOES SHE HEAR? 3 WHAT DOES SHE REALLY
THINK AND FEEL?
DESCRIBE WHAT THE CUSTOMER SEES DESCRIBE HOW THE ENVIRONMENT TRY TO SKETCH OUT WHAT GOES ON
IN HER ENVIRONMENT INFLUENCES THE CUSTOMER IN YOUR CUSTOMERS’ MIND
 What does it look like?  What do her friend say?  What really matters to her
 Who surrounds her? Her spouse? (which she might not say
 Who are her friends?  Who really influences her publicly)?
 What types of offers is she and how?  What emotions moves
exposed to daily?  Which media channels her?
 What problems does she are influential?  What might keep her up
encounter at night?
4 WHAT DOES SHE SAY 5 WHAT IS THE 6 WHAT DOES THE

AND DO? CUSTOMER’S PAIN? CUSTOMER GAIN?
IMAGINE WHAT THE CUSTOMER MAY DESCRIBE WHAT THE CUSTOMER DESCRIBE WHATTHE CUSTOMER
SAY OR BEHAVE PUBLICLY MIGHT FEEL AS PAINFUL OR RISKY WANTS AND HER TARGETS
 What is her attitude?  What are the biggest  What does she truly want
 What could she be telling frustrations? or need to achieve?
others?  What stands between her  How does she measure
 What conflicts between and what she wants or success?
what she says and what needs to achieve?  Think of some strategies
she feel and thinks?  Which risks might she fear she might use to achieve
taking? her goals
64
→ Basic forms of business models 1/3
Analogy How it works Example
Affinity club Pay royalties to some large organization MBNA

for the right to sell your product
exclusively to their customers
Brokerage Brings together buyers and sellers, Booking, Orbitz

charging a fee per transaction to one or
another party
Bundling Package related goods and services Fast-food value

together meals, iPod/iTunes
Cell phone Charge different rates for discrete levels Sprint, Better Place
of a service
Crowdsourcing Get a large group of people to Wikipedia,

contribute content for free in exchange YouTube
for access to other people’s content
Fonte: Harvard Business Review

65
Disintermediation Sell direct, sidestepping traditional Dell, WebMD

middlemen
Fractionalization Sell partial use of something NetJets, Time-

shares
Freemium Offer basic services for free, charge for LinkedIn,

premium services Hearthstone
Leasing Rent, rather than sell, high-margin, high- Cars,

priced products MachineryLink
Low-touch Lower prices by decreasing service Walmart, IKEA
Negative operating Lower prices by receiving payment Amazon

cycle before delivering the offer
Pay as you go Charge for actual, metered usage Electric companies

66
Razor / blades Offer the high-margin razor below cost Printers and ink
to increase volume sales of the low-
margin razor blades
Reverse razor / blades Offer the low-margin item below cost to iPod/iTunes
encourage sales of the high-margin
companion product
Reverse auction Set a ceiling price and have Elance.com

participants bid as the price drops
Product to service Rather than sell a product, sell the Zipcar

service the product performs
Standardization Standardize a previously personalized MinuteClinic

service to lower costs
Subscription Charge a subscription fee to gain Netflix

access to a service
67
→ Innovate the business model: the Swatch case
Hayek conceives a 3-layer

business model that covers
each market segment
68
A business model is not an
island but has to interact
with external aspects
69
→ Agenda
70
A canvas for start-ups
→ The lean canvas
Ash Maurya (2010) develops the lean canvas as an adaptation of

Business Model Canvas by Alexander Osterwalder in the lean start-
up spirit
Fast Portable
Compared to writing a business A single page business model is
plan which can take several weeks much easier to share with others
or months, it allows to outline which means it will be read by
multiple possible business models more people and also more
on a canvas in one afternoon frequently updated
Concise Effective
It forces to distil the product / In either pitching investors or giving
service essence. There are 30 an update to the internal team or
seconds to grab the attention of board, this tool allows to effectively
an investor over a metaphorical document and communicate
elevator ride, and 8 seconds to progress
grab the attention of a customer
on a landing page
71
Problem Solution Unique value Unfair Customer
proposition advantage segments
new / changed
blocks
Key metrics Channels
72
Several businesses
do fail applying a
lot of effort,
financial
resources and
time to build the
wrong product, so
do we have a
problem worth
solving? Key metrics Channels
73
Several businesses If so the first step is

do fail applying a to brainstorm who
lot of effort, could be our
financial customer or user:
resources and define 2-3 specific
time to build the and small
wrong product, so customer groups
do we have a (those who pay
problem worth for our products)
solving? Key metrics Channels and create a
separate Lean
Canvas for every
customer group
74
Several businesses Ideate and If so the first step is

do fail applying a define a solution to brainstorm who
lot of effort, to every problem: could be our
financial list the three most customer or user:
resources and important define 2-3 specific
time to build the features for a and small
wrong product, so solution customer groups
do we have a (those who pay
problem worth for our products)
solving? Key metrics Channels and create a
separate Lean
Canvas for every
customer group
75
Several businesses Ideate and The Unique Value If so the first step is
do fail applying a define a solution Proposition is a to brainstorm who
lot of effort, to every problem: clear message could be our
financial list the three most that describes the customer or user:
resources and important advantages of define 2-3 specific
time to build the features for a our offer, what and small
wrong product, so solution makes us different customer groups
do we have a and distinguishes (those who pay
problem worth us from the for our products)
solving? Key metrics competition Channels and create a
separate Lean
Canvas for every
customer group
76
separate Lean
Define inbound
Canvas for every
channels that
customer group
lead customers to
our offer and
outbound
channels
77
separate Lean
Define inbound
Canvas for every
channels that
customer group
lead customers to
our offer and
outbound
channels
Define the revenue streams and the

prices for our offer using different business
model patterns as a source for inspiration
78
separate Lean
Define key Define inbound
Canvas for every
metrics as channels that
customer group
indicators to lead customers to
measure our our offer and
success outbound
channels
Define the revenue streams and the

prices for our offer using different business
79
separate Lean
Canvas for every
customer group
success outbound
channels
List the most important costs for our offer Define the revenue streams and the
as this might influence the pricing prices for our offer using different business
80
Several businesses Ideate and The Unique Value What makes us If so the first step is
do fail applying a define a solution Proposition is a unique that is not to brainstorm who
lot of effort, to every problem: clear message easily copied? could be our
financial list the three most that describes the (e.g. reputation, customer or user:
resources and important advantages of unique brand define 2-3 specific
time to build the features for a our offer, what experience, and small
wrong product, so solution makes us different partnerships) customer groups
separate Lean
Canvas for every
customer group
success outbound
channels
List the most important costs for our offer Define the revenue streams and the
as this might influence the pricing prices for our offer using different business
81
A canvas for start-ups
→ Strengths and weaknesses
In comparison to the business model canvas, the lean canvas

presents strengths and weaknesses:
Strengths Weaknesses
Focus on the problem- Partners and value exchange

solution fit between different actors is not visible
Includes measuring the Defining the unfair advantage can

success set barriers in a too early stage of the
development of the idea
Reflects lean start-up mind-set:
build-measure-learn No team or cultural aspects (only
within resources)
Unfair advantage helps to
differentiate in the market Missing building blocks for special
usage, such as sustainable business
Easy to understand the models
elements and the structure
82
→ Agenda
83
84
Lo store Kiko di Orio al Serio è il primo
disegnato dall’architetto giapponese Kengo
Kuma ed è improntato a design,
sostenibilità e attenzione al cliente cui
vengono forniti iPad per capire come i
prodotti si adattano al proprio viso.
Kiko è un’azienda fondata nel 1997 da Antonio Percassi, un imprenditore

bergamasco, e nel 2015 supera la soglia dei 500 milioni di euro di fatturato. 85
Cosmesi… di modello di business
→ Da Bergamo a New York
Kiko nasce a Bergamo come brand di cosmetica con una

1997 gamma di trucchi e trattamenti per la faccia ed il corpo
Kiko, che fattura appena 3 milioni e ha perdite oltre il milione,

2004 viene rilanciata con investimenti e negozi a marchio proprio
Kiko sbarca su Facebook per fare leva sui social network e

2010 fidelizzare i clienti al proprio marchio
Raggiunta la soglia di 1 milione di fan su Facebook, viene

2013 lanciata una campagna promozionale per festeggiare
Il colosso francese della cosmetica l’Oreal compra NYX per

2014 reagire al successo di Kiko e coprire la sua fascia di mercato
Una sentenza di tribunale chiude la diatriba tra Kiko e Wycon

2015 sul copyright dell’allestimento dei negozi
Kiko supera i 600 milioni di fatturato e punta ai mercati

2016 emergenti di Cina, Brasile, India, Russia e Turchia
86
→ Prodotti luxury e cosmetici
Luxury Cosmetici
Fonte: EY, Seeking sustainable growth. The luxury and cosmetics financial factbook
Venduti in catene Venduti nei supermercati o

specializzate, beauty-store o nelle farmacie con poche
nei department store attività di servizio verso il
all’interno di grandi magazzini consumatore finale
87
→ Il mercato dei cosmetici
Nel 2015 il mercato globale dei cosmetici è in rialzo del 3.9%
I nuovi mercati come India, Sudafrica e Turchia hanno

generato più di 2/3 della crescita
I cosmetici di lusso rimangono il mercato più dinamico con

una crescita del 5.7% dovuta per lo più alle vendite on-line
Fonte: EY, Seeking sustainable growth. The luxury and cosmetics financial factbook
88
→ I motivi di un successo
Redditività. Ogni negozio genera dai 600k ai 2 milioni

di ricavi all’anno (in media 20k€ / m2), il doppio di
una normale profumeria in metà spazio
Basso prezzo. Il brand, con i suoi rossetti a 3,90 € e i

fondo tinta a meno di 15 € (meno della metà di
Sephora e Nocibé), aggredisce sul prezzo
Qualità. I prodotti sono riconosciuti per essere sicuri

per la pelle (insieme a Yves Rocher è prima nel
rapporto qualità prezzo).
Retail. La boutique Kiko, di proprietà, è percepita
avere la stessa eleganza dei negozi selettivi e le
commesse sono abili nel vendere
Basso costo. Nessuna spesa in pubblicità, prodotti

da imprese locali per avere flessibilità e calcolo al
centesimo dei costi di arredamento degli store
89
→ Marketing virale
Nel 2013, rende scaricabile da Facebook un buono per ritirare uno

smalto gratuito da un suo negozio per festeggiare il milione di fan
Follower
(milioni)
Crescita lenta Crescita iperbolica
1,8
La campagna porta a duplicare in 1 mese

Problemi tecnici quanto ottenuto in 3 anni con un’adesione
media di 25k follower al giorno
Riparte la campagna
1,0
Tempo
90
Kiko rende scaricabile un buono per ritirare uno smalto gratuito da

un suo punto vendita per festeggiare il milione di fan su Facebook
Perché funziona l’azione di marketing di Kiko?
91
Kiko rende scaricabile un buono per ritirare uno smalto gratuito da

un suo punto vendita per festeggiare il milione di fan su Facebook
Perché funziona l’azione di marketing di Kiko?
 Target aperto: chiunque può partecipare e ottenere il buono,

non è un concorso che premia una minoranza
 Incontro con bisogni utenza: il regalo è assunto come oggetto di

valore da parte dell’utenza
 Viralità: facendo leva sui punti precedenti e sul passaparola,

l’iniziativa arriva alle orecchie di utenti che non seguono il
marchio ma sono interessati a scaricare il buono
92
La domanda di più difficile risposta è «che cosa può avere

guadagnato il brand da questa ondata di interesse?»
 Reputazione e awareness: percezione di positività da parte del

consumatore finale ed estensione della notorietà del brand
 Ampliamento del database utenti: muovendosi così verso una

personalizzazione della propria comunicazione col cliente grazie
ad una maggiore conoscenza della propria clientela
 Ricavi immediati: dal momento che chi si reca nel punto vendita
per ritirare il premio, oltre ad avere eventualmente un primo
contatto col brand, è incoraggiato a fare altri acquisti
93
→ Il ruolo di blogger e influencer
Finalmente riesco a parlarvi di questo

smalto a cui cerco di fare una foto
decente da mesi. CREDO di esserci
riuscita. Credo. è il 281 di Kiko, che loro
definiscono un color Mango
They're affordable, long lasting

and easy to apply. Read my full
review, with swatches, here.
Il mio smalto preferito del periodo, il

numero 236 Kiko che ho scoperto da
poco ma di cui mi sono subito
innamorata!
Kiko sfrutta influencer e blogger che con le loro recensioni influenzano i

potenziali consumatori, per sostenere una strategia di marketing a basso costo
94
→ Le reazioni dei concorrenti
“ Se non ho comprato Kiko è solo

perché non era in vendita.
Imitazione
Make-up Story’s e Wycon
copiano l’intero layout e la
gamma prodotti
L’Oréal (maggiore
– Jean-Paul Agon, CEO l’Oréal
L’Oréal e Bourjos, abituati

”
player) compra il a grandi spazi di vendita,
marchio low-cost NYX aprono le loro prime
per farne un Kiko killer boutique in città
I marchi high-end della
Sorgono imitazioni degli
cosmetica (Benefit e
spazi per i cosmetici
L’Occitane) si focalizzano
(Leclerc)
Le catene di moda (H&M, su negozi propri
Etam) creano spazi
dedicati ai prodotti di
bellezza nei punti vendita
Contaminazione 95
→ Battaglia per il diritto d’autore nella cosmesi
«Il design dell’arredamento di Kiko prevede
simmetrie ed essenzialità nella combinazione di
open space, grandi grafiche retroilluminate,
prodotti inseriti in alloggi traforati in plexiglass su
isole a bordo curvilineo, schermi Tv incassati, colori
bianco-nero-rosa-viola, e luci a effetto discoteca»
La sentenza stabilisce che esista un diritto d’autore nel modo in cui è progettato
il negozio e diffida Wycon dall’utilizzare elementi distintivi del concorrente. 96
? Che cambiamento di modello
di business ha compiuto Kiko
97
Partner chiave Attività chiave Proposta di Relazioni col Segmenti di
valore cliente clientela
Risorse chiave Canali
Struttura di costo Flussi di ricavi
98
Partner chiave Attività chiave Proposta di Relazioni col Segmenti di
valore cliente clientela
Fast make up:

cosmetici alla Clienti non
moda a prezzi luxury attenti
accessibili e alla moda
consigli di stile
Risorse chiave Canali
Retail store
Social media
Influencer
Struttura di costo Flussi di ricavi
99
→ Agenda
100
→ Business modeling of real cases
Take a real start-up and try to sketch out its business model using
either Lean or Business Model Canvas. Try to identify which pattern
it falls into and use the Empathy Map to elicit customer perspective
www.gopro.com
www.mobility.ch
www.blacksocks.com
https://www.amazon.com/kindle-dbs/fd/kcp
www.mobike.com
101

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Business Idea Implementation Course

Business model innovation

1 Time… for change

2 What is a business model and what is for

3 The business model canvas

4 The 9 blocks of the canvas

5 From canvas to new business models

6 A canvas for start-ups

7 Cosmetics of… business model

1 Time… for change

2 What is a business model and what is for

3 The business model canvas

4 The 9 blocks of the canvas

5 From canvas to new business models

6 A canvas for start-ups

7 Cosmetics of… business model

The SMH move to launch a Swiss watch in a low-end segment is

Cannibalization. The new brand could erode sales

Competence destruction. Traditional engineers

Adoption and margins. Differently from watches

As the other nations convert their watch industries to serve war

Max Hetzel develops the Accutron, a watch that uses a

The first battery watch, the American Hamilton 500, is

In Neuchâtel is founded the Centre Electronique Horloger for

Seiko discloses Astron, the first quartz watch

Quartz watches overcome mechanical

The number of Swiss watch producers falls from 1600 to only

On 1st March 1983 in Zurich the first 12-pieces

The strategy adopted by Nicholas Hayes, CEO of SMH in the ’80s,

Every brand within the group

The Boncourt production line for the Sistem51

1 Time… for change

2 What is a business model and what is for

3 The business model canvas

4 The 9 blocks of the canvas

5 From canvas to new business models

6 A canvas for start-ups

7 Cosmetics of…business model

In a 1984 article for Harvard

Such assumptions that he

Drucker observes the evolution of IBM business, in a company that is

Tabulating Vendor of Minicomputer e PC

What could IBM business be?

Drucker observes the evolution of IBM business, in a company that is

Tabulating Vendor of Minicomputer e PC

What could IBM business be?

IBM could see itself as an hardware vendor and

 Drucker believes that companies fail to adopt to evolution of

“ All it really meant was how you

Michael Lewis, writer and financial journalist, gives in 1999 this”

Imprese internet. To attract huge crowds of people to

 Joan Magretta (2002) links the birth of business models, as a

 He adopts a supply-chain-based perspective for the creation of

Product-service design Customers identification and reach

Raw materials buying Sales management

Production Product distribution / Service provision

 Magretta introduces also the distinction between business model

 A business strategy explains how to do better

Introducing a new business

Karan Girotra e Serguei Netessine (2014) propose 4 paths for

 A business model is a set of decisions that determine how the

 Innovating a business model means introducing changes in key

“ A business model describes the

– Alex Osterwalder, Business Model Generation, 2010