8ased on Lhe buslness sLraLegy/grand sLraLegy, buslnesses WlkA 8ealLy ls

very promlslng buL haven'L managed Lo lLs full poLenual, so LhaL Lhe resulL
obLalned by W8 ls sull noL sausfacLory compared wlLh compeuLors.
1he buslness ls sull done wlLh a sLraLegy noL yeL comprehenslve, new
sLraLegy does Louch on buslness sLraLegy and buslness plan, has noL seen
any SeLup or Lhe unlcauon wlLh Lhe buslness model.
vlew Lhe buslness slLuauon ln Lhe W8 currenLly lL ls necessary Lhe
presence of a maklng a good buslness model and arranged, coordlnaLed
by looklng aL a map of Lhe exlsung rlvalrles of Lhe opporLunlues and
LhreaLs as well as from wlLhln Lhe company Lo see Lhe sLrengLhs and
weaknesses LhaL exlsL.
!"#$%&## ()*&+
uenluon of 8uslness Model ls a buslness model descrlbes Lhe
rauonale of how an organlzauon creaLes, dellvers, and capLures
value
We need a buslness model LhaL ls undersLood by everyone, who
can faclllLaLe Lhe descrlpuon and dlscusslon. We need Lo sLarL from
Lhe same polnL and Lalk abouL someLhlng slmllar. 1he 8uslness
Model can be explalned Lhrough Lhe baslc bulldlng blocks LhaL
show how Lhlnklng abouL how a company makes money.
!"#$%&## ()*&+
! "#$% '$()* +, -* +*(.'*/ %, 0,1%)2*/3
! "#.0# ,4* ,5 ,)/ 0)1%,2*/61 7/,8(*21
$/* -* #*(7.49 %, 1,('*3
! "#$% 8)4+(*1 ,5 7/,+)0%1 $4+ 1*/'.0*1
$/* -* ,55*/.49 %, *$0# 0)1%,2*/
1*92*4%?
! Whlch cusLomer needs are we sausfylng?
- "#$% :*; /*1,)/0*1 +, ,)/ '$()*
7/,7,/%.,41 /*<)./*3
- =)/ +.1%/.8)%.,4 0#$44*(13 >)1%,2*/
/*($%.,41#.713
- ?*'*4)* 1%/*$213
- "#$% $/* %#* 2,1% .27,/%$4% 0,1%1
.4#*/*4% .4 ,)/ 8)1.4*11 2,+*(3
- "#.0# :*; /*1,)/0*1 $/* 2,1% *@7*41.'*3
- "#.0# :*; $0%.'.%.*1 $/* 2,1% *@7*41.'*3
- "#$% :*; $0%.'.%.*1 +, ,)/ '$()*
7/,7,/%.,41 /*<)./*3
- =)/ +.1%/.8)%.,4 0#$44*(13
- >)1%,2*/ /*($%.,41#.713
- ?*'*4)* 1%/*$213
!"#$%&## ()*&+
We have suggesL example buslness model for WlkA 8ealLy
Lxample for Lhe acuvlues of 8uslness Model

,-./0 1234356738
rovldlng a new and unlque producLs Lo cusLomers premlum needs Lo be
done Lo show Lhe class of WlkA 8ealLy, so as Lo provlde a sLrong enough
brandlng
Creaung a cusLomlzed producL, by knowlng Lhe needs of Lhe cusLomer and
Lhe producL has noL been Lhere before, Lechnology ls needed
Plgh rlce / expenslve Lhe acLual cusLomer has pald conslderable added
value for cusLomers, by reduclng cosLs Lhrough good servlce and provlde
hlgh securlLy for cusLomers
!"#$%&## ()*&+
9053/2:05
All avallable personnel have Lhe deslre Lo glve Lhe besL servlce Lo Lhe
cusLomer and Lhe company
1echnology musL be conLrolled ln accordance wlLh Lhe exlsung buslness
areas as well as oLher Lechnologles LhaL follow Lhe buslness
1here should be a "Lhlnk Lank" whose duLy ls always dolng research on
markeL developmenLs, changes ln Lechnology, cusLomer deslres are
changlng so fasL, make and sell Lhe dream and deslre for cusLomer
sausfacuon

!"#$%&## ()*&+
123:05505
1o achleve Lhe value proposluon wlLh exlsung resources, have made a
clear plannlng based producL LhaL wlll be dellvered Lo Lhe cusLomer
roposal budgeung Lo supporL Lhe developmenL of Lralnlng
uellverlng superlor producLs LhaL has lLs own characLerlsucs / unlque or
cosLumlze
MusL have a clear plauorm
!"#$%&## ()*&+
123;< =32>/.-
CreaLe a fee sLrucLure compacL as posslble, uslng a proporuon of Lhe value
aL a low prlce, Lhls ls usually used for acceleraLed cosL buslness model
lf mouvaLed by value, companles are less concerned abouL Lhe cosL
lmpllcauons, more focus on Lhe value creaLed, Lyplcally used for bulldlng
premlum
All processes are done Lo Lhe value proposluon cerLalnly have an lmpacL
on Lhe cosL, so Lhe cosL sLrucLure ls absoluLely necessary Lo know Lhe
company's proL
!"#$%&## ()*&+
Some examples of Lhe appllcauon of buslness models ln Lhe buslness
world LhaL are proven Lo lncrease Lhe growLh of lncome and proL
!"#$%&## ()*&+
Source: Datastream; Innosight analysis.
D-MTEC | Chair of Entrepreneurship | Prof. Dr. Pius Baschera 3
Dramatic shift in value creation based on business model
innovation as seen in the airline business
Relevance of Business Model Innovation
4/24/13
Source: Datastream; Innosight analysis.
D-MTEC | Chair of Entrepreneurship | Prof. Dr. Pius Baschera 4
Dramatic shifts in value creation based on business model
innovation as seen in the retail business
Relevance of Business Model Innovation
4/24/13
!"#$%&## ()*&+
Source: Pohle G, Chapman M. 2006. IBMs global CEO report 2006: business model innovation matters. Strategy and Leadership. 34(5): 34-40
CEOs innovation emphasis Benefits of business model innovators
5
Business model innovation is on the agenda of CEOs and shows
clear benefits for the corporation
Relevance of Business Model Innovation
D-MTEC | Chair of Entrepreneurship | Prof. Dr. Pius Baschera 4/24/13
!"#$%&## ()*&+
Innovation priorities of outperfomers Operating margin growth
Source: Pohle G, Chapman M. 2006. IBMs global CEO report 2006: business model innovation matters. Strategy and Leadership. 34(5): 34-40
16% 30%
6
Priority on business model innovation leads to increased
performance of the firm
Relevance of Business Model Innovation
D-MTEC | Chair of Entrepreneurship | Prof. Dr. Pius Baschera 4/24/13
!"#$%&## ()*&+