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How to design new growth ventures.

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Slides from a keynote at the Intrapreneurship Conference in London in 2016, outlining how established companies design new growth ventures from within.

Publicada em: Negócios

How to design new growth ventures.

  1. 1. How to successfully launch new growth ventures.
  2. 2. Example | Nine Inch Nails
  3. 3. $ 1.600.000,-
  4. 4. 1st week
  5. 5. Free
 Download © Marc Sniukas - Doujak Corporate Development
  6. 6. © Marc Sniukas - Doujak Corporate Development
  7. 7. ?HOW
  8. 8. ?How do established companies 
 design innovative business models?
  9. 9. Example | ProSiebenSat.1
  10. 10. 2012 2018 2.4 billion 3.4 billion +42% Example | ProSiebenSat.1 +1 billion
  11. 11. Source: http://annual-report2014.prosiebensat1.com/index.html Example | ProSiebenSat.1
  12. 12. Source: http://www.prosiebensat1.com/en/page/unternehmenskennzahlen Example | ProSiebenSat.1
  13. 13. 2012 2018 2.4 billion 4.25 billion +75% Example | ProSiebenSat.1 +1.85 billion
  14. 14. Crafting new growth ventures
  15. 15. Analyse Plan Implement Traditional Approach 1 2 3
  16. 16. PLAN. (v.t.)
 TO BOTHER ABOUT THE BEST METHOD OF ACCOMPLISHING 
 AN ACCIDENTAL RESULT. —AMBROSE PIERCE Author, The Devil’s Dictionary
  17. 17. Analyse Plan Implement Traditional Approach Design Approach Act Learn Design 1 2 3
  18. 18. Myth of Experimentation Cutting Edge Process
  19. 19. Cutting Edge Process Inception Evolution Diffusion
  20. 20. Inception. Cutting Edge Process [ An opportunity and an idea ]
  21. 21. [ How to discover an opportunity ] Where to Play
  22. 22. THE FIRST PRINCIPLE OF FINDING NEW GROWTH IS THAT YOU’RE ALWAYS BETTER OFF GOING AFTER CUSTOMERS WHO ARE UNDERSERVED OR NEGLECTED. —DAVID BELL Professor
  23. 23. Example | ProSiebenSat.1 Step 1: Identify Noncustomers Start-ups and Small and Medium Sized Businesses What did Pro7 do?
  24. 24. MOST COMPANIES, UNFORTUNATELY, DON’T KNOW WHY CUSTOMERS DO OR DON’T DO BUSINESS WITH THEM.
  25. 25. Where to Play Understand Customer Needs and Experience
  26. 26. Where to Play Understand Customer Needs and Experience
  27. 27. Where to Play Barriers to Consumption
  28. 28. Where to Play Hurdles to Satisfaction
  29. 29. Step 2: Identify Needs, Experience, Barriers and Hurdles They would like to have access to TV media, but: • cannot afford it, • don’t want to spend money on an uncertain outcome, • don’t have the experience with planning and executing TV media campaigns. Example | ProSiebenSat.1 What did Pro7 do?
  30. 30. [ How to seize opportunities ] How to Play
  31. 31. OFFERING BUSINESS MODEL REVENUE MODEL How to Play Designing the New Venture
  32. 32. Example | ProSiebenSat.1 Step 3: Design the new venture. OFFERING BUSINESS MODEL REVENUE MODEL Access to media Media strategy Media planning Production Target selection Spot production Execution Specialized expertise Shared services Fixed Fee + Revenue Share + Equity What did Pro7 do?
  33. 33. steps for validating your idea.3
  34. 34. Cutting Edge Process Myth of NewCo CoreCo NewCo
  35. 35. What did Pro7 do? Example | ProSiebenSat.1 Step 4: Validate your strategy. • Issued a press release • Got 12s of business plans of interested companies • Selected a few to get started
  36. 36. Does this make sense, and can we execute it? 1
  37. 37. 2 Does the it resonate with potential customers and partners?
  38. 38. 3 Does it really work in practice?
  39. 39. Evolution. [ Perfecting your venture design ] Cutting Edge Process
  40. 40. Iterative Design Act Learn Design Inception Evolution Diffusion Cutting Edge Process
  41. 41. How Your Design Matures. Cutting Edge Process Act Act Act Act Learn Learn Learn Design Design Design Cycle 1 Cycle 2 Cycle … Maturity Level of your New Venture Draft first idea Fully developed
  42. 42. Cutting Edge Process Myth of Trial & Error
  43. 43. Example | ProSiebenSat.1 Media for Revenue
 Share No specific company focus What did Pro7 do? Fixed Fee Media for Revenue
 Share Focus on online businesses Media for Equity Fixed Fee Media for Revenue
 Share Focus on online businesses Portfolio of Strategic Investments Media for Equity Fixed Fee Media for Revenue
 Share Focus on online businesses
  44. 44. Diffusion. Cutting Edge Process [ Scaling up your business ]
  45. 45. [ How to create value ] How to Win
  46. 46. Fulfilling customers’ needs and making their life easier Offering your partners advantages Strategic Operational Financial How to Win FIRM
 VALUE CUSTOMER
 VALUE ECOSYSTEM
 VALUE
  47. 47. Example | ProSiebenSat.1 Step 5: Create value. • New revenue streams • Becoming independent from existing customers • Building a portfolio of
 strategic investments • Use insights gained for traditional business • Access to media • Risk-free • Low upfront
 cash out • No need to deal
 with media Other investors
 profit from increased
 company value What did Pro7 do?
  48. 48. Cutting Edge Process Myth of NewCo CoreCo NewCo
  49. 49. Example | ProSiebenSat.1
  50. 50. THINK BIG.
 START SMALL.
 SCALE INTELLIGENTLY. —DERYCK J VAN RENSBURG President Coca-Cola Global Ventures
  51. 51. Designing the new venture
  52. 52. Launching the new venture Inception Evolution Diffusion
  53. 53. Example | Nine Inch Nails
  54. 54. www.theartofopportunity.net
  55. 55. DO. OR DO NOT. THERE IS NO TRY. —YODA Jedi Master
  56. 56. Thank you. @sniukas

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