BMI COVID Webinar_Englisch_Final_Versand - BMI Lab

Adapting business models: Ready for Post-COVID19?Prof. Dr. Oliver Gassmann & Georg von der Ropp13.05.2020

Prof. Dr. Oliver Gassmann2020 No. 2

Prof. Dr. Oliver Gassmann Georg von der RoppJelena Brestovac

1987: Black Monday2000: Dot-com bubble2008: Financial crisis2011: Euro crisis2020: COVID-19

Government debtsAcross the globe


China started in Feb. after the lockdown.Empty streets, busy factories.But:Consumer spending -40%Hotel nights – 35%Bankruptcies 3x

90%US-GDP-10% = largest since 2.WWdeep, long recession?

Consumption?Innovation?

What changes for us?


BGW (2020)

Long-termShort-term

Winners

LosersGastronomy

Retail

What changes for us?


BGW (2020)

Long-termShort-term

Winners

Losers

Where lies our future?

How tosurvive today?

Innovation in times of crisis: frugal and agile


Textile companiesproduce masks



Online degustationWinemaker



Rent-a-dog, Madrid



pragmaticleancost-effectivecreativethinking in sprintsand prototypes

Where lies our future?


Post-COVID19 world: What is? What stays? What will be?

Digitalization

Localization

On/off Mix

The future is already here.It’s just not evenly distributed.

William Gibson


7 Steps to prepare for Post-COVID-19

Document your main business

models

Update your business

ecosystem

Develop scenarios

Analyse impact on your business

models

Identify new opportunities

Develop a post-Covid-19 vision for your

company

Roadmap for further procedure


1. Document your main business models

<

ValueProposition

Revenue Model

Value Chain

What?

How?Value?

Who?

Why does the business model generate profit?

What do you offer to the customer?

Who is your target customer (segment)?

How is the value proposition created?

• 10,000 foot view on your business


2. Update your business ecosystem

• Focus on change drivers impacted by thepandemic

• Existing trends could be reinforced,counter-trends could emerge, ...

• Foreseeable trends: • Digitalization & virtualization

• New work

• Regionalization

• Resilience before efficiency

• Select a few change driversBased on: ITEM/BGW 2017


3. Develop scenariosFamiliarize yourself with options for what the future might look like

1. Define a time horizon, e.g. 3 years

2. Build assumptions on how influencing factors develop within the time horizon

3. Group assumptions into scenarios

4. Identify indicators that show which of the scenarios will occur

Examples:

• Enforcement vs. postponement of the Global Green New Deal

• Accelerated shift from retail outlets to e-commerce


WHOCustomer and

Needs

Assumptions about customers & changing needs

Will customer needs remain /

increase / decrease?

Which customer segments gain / lose

importance

How is the market size affected

How will customer acquisition and

retention change

WHAT

Value Proposition and offered products

& services

Assumptions about changing

attractiveness of value proposition

Will VP's attractiveness

remain / increase / decrease

Which products and services gain / lose

importance

How is the market share being influenced

How do the number of

purchases per customer change

Internal resources and

processes

Assumptions about changes in

resources & processes

Will we still be able to deliver VP?

How will change in products / services

impact delivery

How will change of service delivery

impact costs

What kind of changes are

necessary for the operating model

External partners and supply chain

Assumptions about partners and changes in

supply chain

Will key partners be able to contribute

How will change in products / services or markets impact

key partners

How will a change in partners affect

costs

What kind of changes are

necessary for the partner model

VALUEStrategic and

economic viability

Assumtions about revenues and cost

drivers

Is there still a rationale for this

business

What is the impact on revenue model

and prices

How will the ability and willingness to

pay change

What are the main change drivers for

business case

Key assumptions of scenario

Problem / Solution Fit

Product / Market Fit Willingness To Pay Value Delivery &

SalesImpact Analysis

HOW

Implications from Scenario XYZ on

Business Model ABC

Business Model Evaluation Matrix: Business Model ABC and Scenario XYZ

4. Analyse impact on your business models• Analyse impact of most

relevant scenario(s)

• Detail the need for adaptation of business models


5. Identify new opportunities

• Focus on drivers that lead to new orchanging customer needs

• Identify opportunities to create new businesses matching your skills and resources


6. Develop a post-Covid-19 vision for your companyHow will the company look after a successful transformation in a post-Covid-19 world

• Build on your purpose & mission statements

• Project your time horizon in the future

• Dream big and focus on success

• Use the present tense to describe what we achieved

• Address heads and hearts


7. Roadmap for further procedure

• Define responsibilities

• Decide how to track and monitor indicators

• Initiate projects to adapt existing business models and develop new ones


7 Steps to prepare for Post-COVID-19Document your main business

models

Update your business

ecosystem

Develop scenarios

Analyse impact on your business

models

Identify new opportunities

Develop a post-Covid-19 vision for your

company

Roadmap for further procedure


Business Model Navigator



Think bigStart smallFail cheapMove fast

Prof. Dr. Oliver GassmannUniversity of St. Gallen

DirectorInstitute for Technology ManagementDufourstrasse 40aCH-9000 St. Gallen

[email protected]

Georg von der Ropp

CEO BMI Lab AGHardturmstrasse 161CH-8005 Zurich

[email protected]


mailto:[email protected]


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Find all the resources to start preparing for the post-COVID-19 worldhere: https://bmilab.com/resources

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Get in touch for more information: [email protected]


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BMI COVID Webinar_Englisch_Final_Versand - BMI Lab

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