New technology, digitalization, millennials and megatrends will bring opportunities to the prepared business leader and potential for disruption in B2C markets.

1. Disruption
– Business Opportunity
or Challenge?
Discover new business opportunities and bring ideas to life.

3. The business model is the
foundation for disruption

4. …and a good common reference frame
for today’s event

5. The ultimate goal of any business model…
…is delighted customers
…and capture value for your company

6. The business model reflects management’s
hypothesis about
How to organize
meeting those
needs
Making
profit
What customers
want
How they
want it

7. A truly disruptive business book
• Alexander Osterwalder and Yves Pigneur
• Co-created by 470 practitioners…
• …from 45 countries in 2010
• Practical cases
• Lots of colors, illustrations and pictures
• Easy to read in an evening

8. Different perspectives on BMC…
ExternalInternal Value
Financial

9. Cost vs. Revenue flows in BMC
RevenueCost

10. Five disruptive elements of BMC

11. Elements of a Good Value Proposition
Unique value
creation
Challenges
or needs

12. Five disruptive elements of BMC

13. Understand and Prioritize your
Customer Segments
• Develop and maintain a full list of customer segments including sub-segments
• Focus only on top-3 or top-5 segments
• Look for best practice in CRM literature
• Spend time LISTENING to your customers in order to UNDERSTAND their needs
and problems

14. Five disruptive elements of BMC

15. Make Money while You are Sleeping!
• Cash flow is king
• Look for subscription models to stay in
continuous contact with your customers
• Multiple revenue streams are better than a
single stream
• Think in scale when designing revenue
models

16. Five disruptive elements of BMC

17. Let Others Carry the Burden of Fixed Costs

18. Five disruptive elements of BMC

19. Use Partners to Reduce Risk and Scale Fast
• Look for competence, flexibility and strategic fit
• Exchange partners when they do not perform or they are no longer needed
• Partners can operate faster because they are deeply specialized

20. Five Keys to a Strong Business Model
• High switching costs that lock-in customers/rewards loyalty
• Scalable business model
• Revenues are recurring
• Financial model is designed to earn before spending
• Partner network exploited to reduce cost and risk

21. Today’s agenda
09:25 Disruptive Business Models from Silicon Valley (Martin Stenfeldt)
10:20 Networking Break
10:35 Bringing Innovative Ideas to Life (Sebastian Cadell, NosCo)
11:35 Discussion + Q&A
12:00 Light networking lunch

22. I keep forgetting
that the nature of life
is not STABILITY
but FLUX
Mr. Carson
Downton Abbey

23. The World is changing…

24. Once upon a time …new business models
The World is changing…

25. The World is changing…

26. The World is changing…

28. Megatrends that fuel disruption
Sharing svc IoT Quantified Self3D PrintBig Data Gamification

29. Sharing Svc IoT Quantified Self3D PrintBig Data Gamification
Megatrends that fuel disruption

30. • Those under the age of 35
• …will account for 75% of the workforce by 2025 according to Forbes
• Millennials have way different behavioral patterns
Millennials fuel disruption too

31. Millennials vs. Boomers in Healthcare
Source: DevicePharm
Willing to significantly change their behaviors in order
to be healthier – all natural diets, P90X, etc.
More stubborn in their ways and less reluctant to
want to change – tendency to label many preventative
measures as voodoo
Do not see doctors as the foremost authority on
healthcare – 84% will take a friend or family member’s
advice over a doctors
Perceive their doctors as having all of the healthcare
answers they need
Quick to trust advice from healthcare celebrities such
as Dr. Oz and diagnose themselves on WebMD
General distrust of healthcare information that does
not come directly from their doctor

32. It is of no use to throw INNOVATION
over the fence to the CUSTOMERS
if they don’t see the NEED for it!
Peder Holk Nielsen
Novozymes

33. From Wearables…

34. To Earables…

35. It was very easy to be
DIFFERENT,
but very difficult
to be BETTER
Jony Ive
Apple

36. Using Big Data to
create own award-
winning TV shows

37. • 5% of all British homes are
sold via online estate
agencies
• eMoov have sold properties
for 650 million £ since 2010

39. Gamification and Big Data

40. FinTech – Watch disruption
happen in real time
Valuation:
1 billion US$
Accepted
700k places

41. Danske Bank: Mobile Pay vs New Normal

42. No BUSINESS PLAN ever survived
its first meeting with CUSTOMERS!
Steve Blank
Author and Serial Entrepreneur

44. If you are not embarrassed by the
first version of your product,
you’ve launched it too late!
Reid Hoffman
LinkedIn

46. Major car
manufacturers select
Silicon Valley too for
their global R&D or
Innovation Centers

47. Always deliver MORE
than expected
Larry Page
Google

48. Disruption: Opportunity or challenge?
Disruption
Turnover
Time

49. Disruption: Opportunity or challenge?
• Taxi or digital transport sharing service?
• Valuation: 40 billion US$
• Target Revenue 2015: 10 billion US$
• 51 countries / 230 cities
• Goldman Sachs and Google among
investors
• Largest take-away group in GB
• Revenue: 97 million GBP (2013)
• 40 million orders/year
• 10% commission
• 13 countries/ 40.000 restaurants
• Once a Danish startup
• Launched in 2008
• 25 million guests
• 34.000 cities in 190 countries
• 500.000 overnight places surpassed only
by Intercontinental (687.000 rooms –
4.700 hotels)
• Valuation: 13 billion US$
• 600 castles!
• Launched in 2008 (500 apps)
• 85+ million downloads (2014)
• 1,2 million apps (2014)
• 30% commission
• All apps are tested and reviewed

50. PWC’s 18th Annual Global CEO survey

51. B2B Disruption Does Not Happen Overnight
Successful disruption:
Opportunity
to rewrite the
rules
Create new
categories
Drive
tremendous
growth
B2C B2B
Price point Often very low High
Purchase
decision
Discretionary Process
Purchase
implications
Straight
forward
Cumbersome*
*People need training
*Systems replacement
*Process adaptions
*Implementation planning

52. 3,2 billion US$

53. LUCK is what happens,
when PREPARATION meets
OPPORTUNITY
Lucius Annaeus Seneca
Ancient Greek Philosopher

54. Why does Google invest in the self-driving car?

55. Why did Facebook acquire Occulus Rift
for 2 billion US$?

56. 2014 Digital Board Director Study

57. Digital Mindset – a Management Skill
Cloud
M2M
Social
Media
IoT
Mobile Big Data
Streaming
Business
Models
Operations
Corporate
Culture
Functional areas affected:
1. Digital marketing and sales
2. Digital product and service
development
3. Digitally enabled business models and
eco systems
4. Digital corporate culture and mindset

58. New technology, digitalization,
millennials and megatrends will bring
OPPORTUNITIES to the
PREPARED business leader
and
potential for DISRUPTION in B2C

59. Don’t fear the competition,
but look out for
the new business models!