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These are some questions about the offering, i.e. the solutions that create values for the organization’s customers and/or other target groups, and the revenue model, which is how a commercial company earns money.
The user experience is the total experience a person gets when using a product or service. Read about how Trelleborg took the step from product and function, and brought the total user experience into focus: From product to a complete solution.
Which statement best matches your organization?
We have very little knowledge of our target groups so we don’t divide them into groups
Divided into demographic variables such as age, gender and geography (B2C), or company size and sector (B2B)
Division based on behaviour or needs
Division based on behaviour, needs, interest, values and situations
The balance should be put in relation to changes in the external environment. Major change equals more of a focus on the future offering, and vice versa.
Google is finding its balance between the present and the future by applying their 70-20-10-model. How do you do it?
Here you’ll find a couple of exercises that may assist on the way. One explores how exposed you are to digitalization, while the other help you prioritize among your innovations.
Google is finding its balance between the present and the future by applying their 70-20-10-model. How do you do it?
Here you’ll find a couple of exercises that may assist on the way. One explores how exposed you are to digitalization, while the other help you prioritize among your innovations.
Google is finding its balance between the present and the future by applying their 70-20-10-model. How do you do it?
Here you’ll find a couple of exercises that may assist on the way. One explores how exposed you are to digitalization, while the other help you prioritize among your innovations.
Google is finding its balance between the present and the future by applying their 70-20-10-model. How do you do it?
Here you’ll find a couple of exercises that may assist on the way. One explores how exposed you are to digitalization, while the other help you prioritize among your innovations.
Google is finding its balance between the present and the future by applying their 70-20-10-model. How do you do it?
Here you’ll find a couple of exercises that may assist on the way. One explores how exposed you are to digitalization, while the other help you prioritize among your innovations.
Google is finding its balance between the present and the future by applying their 70-20-10-model. How do you do it?
Here you’ll find a couple of exercises that may assist on the way. One explores how exposed you are to digitalization, while the other help you prioritize among your innovations.
No part of the offering and/or revenue model is digital
The online and offline offering and/or revenue model are completely separate
The online and offline offering and/or revenue model are inter-related
The offering and/or revenue model are not divided online/offline, but are packaged based on what best solves our target groups’ needs
The digital offerings do not have to be dedicated, they could also be complementary, such as digital added-value services that support your physical/analogue offering.
We have no digital offerings
Less than 1%
1-10%
11-25%
25-50%
50-100%
Do you have complementary digital offerings that cannot be reported separately? Count the entire revenue which the total offering (physical + digital) generates.
0%
Less than 1%
1-10%
11-25%
25-50%
50-100%
One of the three major waves of change in how long-term business models are created according to MIT researchers McAfee & Brynjolfsson in their book Machine, Platform, Crowd: Harnessing our Digital Future, is how we go from a world where all value is created centrally (think encyclopedias, banks and traditional media) into a new world where value creation and intelligence are decentralized (Wikipedia, crypto currencies/block chain and social media). For those players who are able to unleash force from the many, rather than the few, there is a great opportunity that it also opens the door to the strategy called the Network effect or Winner takes it all. A strategy capable of creating temporary monopolies and market leaders who are hard to beat. (examples are Facebook, Ebay and Amazon)
One of the three major waves of change in how long-term business models are created according to MIT researchers McAfee & Brynjolfsson in their book Machine, Platform, Crowd: Harnessing our Digital Future, is how we go from a world where all value is created centrally (think encyclopedias, banks and traditional media) into a new world where value creation and intelligence are decentralized (Wikipedia, crypto currencies/block chain and social media). For those players who are able to unleash force from the many, rather than the few, there is a great opportunity that it also opens the door to the strategy called the Network effect or Winner takes it all. A strategy capable of creating temporary monopolies and market leaders who are hard to beat. (examples are Facebook, Ebay and Amazon)
One of the three major waves of change in how long-term business models are created according to MIT researchers McAfee & Brynjolfsson in their book Machine, Platform, Crowd: Harnessing our Digital Future, is how we go from a world where all value is created centrally (think encyclopedias, banks and traditional media) into a new world where value creation and intelligence are decentralized (Wikipedia, crypto currencies/block chain and social media). For those players who are able to unleash force from the many, rather than the few, there is a great opportunity that it also opens the door to the strategy called the Network effect or Winner takes it all. A strategy capable of creating temporary monopolies and market leaders who are hard to beat. (examples are Facebook, Ebay and Amazon)
One of the three major waves of change in how long-term business models are created according to MIT researchers McAfee & Brynjolfsson in their book Machine, Platform, Crowd: Harnessing our Digital Future, is how we go from a world where all value is created centrally (think encyclopedias, banks and traditional media) into a new world where value creation and intelligence are decentralized (Wikipedia, crypto currencies/block chain and social media). For those players who are able to unleash force from the many, rather than the few, there is a great opportunity that it also opens the door to the strategy called the Network effect or Winner takes it all. A strategy capable of creating temporary monopolies and market leaders who are hard to beat. (examples are Facebook, Ebay and Amazon)
One of the three major waves of change in how long-term business models are created according to MIT researchers McAfee & Brynjolfsson in their book Machine, Platform, Crowd: Harnessing our Digital Future, is how we go from a world where all value is created centrally (think encyclopedias, banks and traditional media) into a new world where value creation and intelligence are decentralized (Wikipedia, crypto currencies/block chain and social media). For those players who are able to unleash force from the many, rather than the few, there is a great opportunity that it also opens the door to the strategy called the Network effect or Winner takes it all. A strategy capable of creating temporary monopolies and market leaders who are hard to beat. (examples are Facebook, Ebay and Amazon)
One of the three major waves of change in how long-term business models are created according to MIT researchers McAfee & Brynjolfsson in their book Machine, Platform, Crowd: Harnessing our Digital Future, is how we go from a world where all value is created centrally (think encyclopedias, banks and traditional media) into a new world where value creation and intelligence are decentralized (Wikipedia, crypto currencies/block chain and social media). For those players who are able to unleash force from the many, rather than the few, there is a great opportunity that it also opens the door to the strategy called the Network effect or Winner takes it all. A strategy capable of creating temporary monopolies and market leaders who are hard to beat. (examples are Facebook, Ebay and Amazon)
