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Business models review Frank Berkers MSc +31 6 109 687 93 August, 2008.

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Presentation on theme: "Business models review Frank Berkers MSc +31 6 109 687 93 August, 2008."— Presentation transcript:

1 Business models review Frank Berkers MSc +31 6 109 687 93 August, 2008

2 Goal of the review Consider the models presented Consider the approaches presented Append other approaches Identify essential differences and overlap in the business models across countries and services Identify best/worst practices, requirements and wishes

3 Gathering ingredients TNO ICT Business & Innovation Modelling: Value Web & STOF Domains Treasury - Green Book + Competitive Dialogue + TAG Highways Agency – Enhanced Incident Support Units, Project Business Case CoCar-SSW SAFESPOT BLADE – Business and Service Models

4 Value Web analysis Functional process decomposition Decompose the primary and secondary Process content creation deployment to user enabling platform additional services Identify roles relations parties power Consider domains service technology organization financial

5 Treasury – Green Book (Business Case) 5 case model Strategic case for change SMART goal definition Economic wide cost/benefit NPV Commercial viable deal Financial funding Management deliverability 3 phases Strategic Outline context definition alternative options Outline Business preferred option scenarios risk and sensitivity Full Business investment Value for Money: VfM principle economy (cost / time) efficiency (throughput) effectivity (quality / impact) The Green Book describes focal areas to develop a project/investment decision document- the business case. It is split up into three phases that require various and increasing levels of detail. Competitive Dialogue: A procurement procedure that focusses on desired output metrics rather than bidding to a restricted / fully specified procedure Transport Analysis Guide (TAG): An extension of the Green Book by DfT, specifically for appraising in Transport. Defining the output metrics on which we are going to appraise scenarios in advance gives good focus. Brian Harbord

6 Highways Agency – Enhanced Incident Support Units, Project Business Case Scenarios do nothing (meet requirements) do minimum do maximum do optimum Sensitivity Analysis Key Factors Sensitivity of an Isolated Change in One Key Factor Sensitivity of Change in all Key Factors Objectives Project Milestones Targets/metrics When can we expect to reach what output level allows to monitor execution of the project and integrate with other policies Assessing sensitivity reveals factors to keep an eye on By calculating the effects of different scenarios we can easily see the range of consequences and determine VfM

7 CoCar-SSW – OEM lead Value Web Pros: Technischer Betrieb kein Kerngeschäft der OEM, firmeninterne Strukturen und Prozesse nicht vorhanden… Cons: Fehlende Billing-Kompetenz und Infrastruktur für regelmäßige Zahlungsströme…

8 CoCar SSW - Automobil-Club lead Value Web Pros: Billing-Kompetenz vorhanden… Cons: Erreichen kritischer Massen trotz hoher Mitgliederzahlen schwierig …

9 CoCar-SSW (Co-operative Cars Sicherheitsrelevante SofortWarnungen) Secondary value chain Marketing Vertrieb / Sales Kundendienste / Customer services Primary value chain Generierung / Generation (of signal) Diensterstellung / Service production (of warning) Transport / Communication Dienstenutzung / Service use Business ownership scenarios OEM (Car manufacturer) Automobil-club Cooperation Assessment of the scenarios Free format and qualitative Business ownership determines who is in the lead of the value chain and markets the product or service. By varying in possible business owners of the value web we generate different scenarios that come with different pros and cons. The power of the parties/roles is varied (organization).

10 SAFESPOT: 8 scenarios Business v Service Model Stand-alone v application integration V2V v V2I Flows Monetary Products Information Service Roles/parties Public authorities Insurance company Driver/user Road Operator Service provider Content provider Map provider System producer (road) System producer (car) Car producer Roadside systems producer Safespot organization Technical Road Support Customer & producer support In SAFESPOT different scenarios are created. A Business model is defined as “shadow toll” and service model as direct pay. These refer to the monetary flow. The second differentiator refers to the composition of the service. The third differentiator refers to the core technological principle. The value flow is decomposed in tangible products, services and (digital) information. This list of roles can be used as a reference list for business models in our field

11 SAFESPOT / WP6 Process approach Initiation Benchmarking on literature overview Technologies Organizational Analysis Qualitative Market Analysis 1.Service and business models for SAFESPOT => value systems, clients, competitors Legal and risk analysis Socio-Economic, Market Quantitave evaluations 2.Preliminary ranking of alternative business models 3.Final ranking and selection of service and business models

12 Flow of Information information Grants, Legislative Framework Rules affetting the traffic circulation Rules enforcing the use of SAFESPOT Static Information Safespot Specification and rules Provide information about road works, road conditions, etc “Dynamic-In real time” information automotive Component costs Funding Tax incentives Funding Incentives Content Costs Financial Flows Funding SAFESPOT example B.M. Final System Ready to Use (V2V) Map providers Public Authorities Content providers System producers (Supplier) Content providers Safespot Organization Technical: Maintenance Specification Certification Insurance Companies DRIVER Safespot After Sale System Producer Support Interface with the User: Customer service Operator Services Sheet 4 Road Operator System producers (car maker) Safespot Hw and Sw Safespot Hw and Sw Components Flow of Products After market solution: Safespot Hw and Sw Customer Support Flow of Services

13 Integrated approach to business modeling Describe the Value Web primary (from content to delivery) secondary (enabling and after-sales) Generate Scenarios of the value web Use the different existing value webs of different countries vary elements in of S/T/O/F domains vary business ownership (moving up and down the chain) business v service model (public v market) do nothing.. to.. do optimum Appraise Scenarios Define objective metrics Sensitivity Analysis Next: Business Case Business case Business plan Business model

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