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¿Cómo diseñarmodelos de negocio?Herramientas deestrategia e innovaciónAplicación en el sector hoteleroVerónica Torras     ...
1. Contexto
Estrategia
Evolución de la estrategia a lo largo de las     últimas décadas                         1950´s                           ...
Nuevo entorno  Nuevas reglasNuevas maneras de hacer las cosas
Adaptación
Talento
Ideación
Método
Veamos como
2. Diseño demodelos de negocio
¿Cuánto vale una idea?Nada, lo que vale es nuestra capacidad deponerla en marcha
El método de los 3 pasos y las 4 herramientasMétodo adaptado de la propia experiencia
Paso 1La perspectiva del cliente                 Mapa de la                 empatía                 de Xplane
Designed for:                                                       Designed by:       Business Model - The Empathy Map   ...
Preguntarse
Fuente: www.Xplane.com
Fuente: www.Xplane.com
Fuente: www.Xplane.com
Fuente: www.Xplane.com
Fuente: www.Xplane.com
Fuente: www.Xplane.com
Resultado: conocer mejor a nuestro cliente opúblico objetivo
Un ejemplo:hoteles de 4 estrellas(cliente: el viajero por trabajo)
Ejemplo: el sector hotelero
Ejemplo: el sector hotelero
Ejemplo: el sector hotelero
Ejemplo: el sector hotelero
Ejemplo: el sector hotelero
Ejemplo: el sector hotelero
Resultado: millones de personas en el mundoestán insatisfechas con los servicios que ofrecenlos hoteles                   ...
Paso 2Modelo de negocio               Business               Model               Canvas               de A. Osterwalder y ...
Un modelo de negocio es la manera cómo unaorganización crea, entrega y captura valor
Necesitamos un lenguaje común para hablar demodelos de negocio
9      bloques                                          del Business Model Canvas                                         ...
Modelo Canvas                                          7        1                  2                                      ...
Bloque 1                       Segmentos de clientesFuente: www.businessmodelgeneration.com
Bloque 2                                Propuesta de valorFuente: www.businessmodelgeneration.com
Bloque 3                                          CanalesFuente: www.businessmodelgeneration.com
Bloque 4                    Relación con los clientesFuente: www.businessmodelgeneration.com
Bloque 5                                   Flujo de ingresosFuente: www.businessmodelgeneration.com
Bloque 6                                          Recursos claveFuente: www.businessmodelgeneration.com
Bloque 7                                   Actividades claveFuente: www.businessmodelgeneration.com
Bloque 8                                          AlianzasFuente: www.businessmodelgeneration.com
Bloque 9                             Estructura de costesFuente: www.businessmodelgeneration.com
Modelo Canvas                                   Actividades                                             Segmentos de      ...
Modelo Canvas Alianzas                     Actividades     Propuesta   Relación con   Segmentos de                        ...
Modelo Canvas Alianzas                     Actividades     Propuesta   Relación con      Segmentos de                     ...
Modelo Canvas Alianzas                     Actividades     Propuesta   Relación con             Segmentos de              ...
Day     Month   Year                                                                                                      ...
Volvamos al ejemplo del sector hoteleroAlianzas               Actividades   Propuesta   Relación con       Segmentos de   ...
Modelo Canvas del sector hoteleroAlianzas                Actividades   Propuesta   Relación con       Segmentos de        ...
Modelo Canvas del sector hotelero
Modelo Canvas del sector hotelero
Modelo Canvas del sector hotelero
Modelo Canvas del sector hotelero
Modelo Canvas del sector hotelero
Modelo Canvas del sector hotelero
Modelo Canvas del sector hotelero
Resultado: definimos el modelo de negocioactual para comprenderlo y analizarlo                                    v        ...
Paso 3Crear océanos azules               Curva               de valor               Matriz               C-R-E-A          ...
Océanos rojos           Competencia
Océanos azules            Espacios     sin competencia
¿Cómo encontrar estos     espacios?
Metodología para crear océanos azules:       1) Definición de la curva de valor de los       competidores (caso: hoteles)  ...
Metodología para crear océanos azules:       2) Aplicación de la matriz C-R-E-A                                           ...
Metodología para crear océanos azules:       3) Dibujo de la nueva curva de valor                                         ...
Metodología para crear océanos azules:4) Diseño un nuevo modelo de negocio     X        X                  X              ...
Resultado
Citizen, un nuevo hotel de lujo a preciosasequibles
Elimina algunas tareas...
Optimiza el espacio...
... con habitaciones pequeñas perofuncionales
Citizen Alianzas                     Actividades    Propuesta   Relación con      Segmentos de                            ...
3. Un problema por solucionar
El uso de modelosaporta un lenguaje común...
... para generar modelos denegocio a partir de la ideas
Diseña y analiza los puntos                         fuertes de tu negocioDefine, mejora,inventaIdeaPrototipo y testBusca la...
Inventa nuevas versionesDefine, mejora,inventaIdeaPrototipo y testBusca la rentabilidadAprende de los errores              ...
Haz prototipos y realiza un                         test para validar las hipótesisDefine, mejora,inventa                  ...
Busca siempre la rentabilidad                         y la sostenibilidadDefine, mejora,inventaIdeaPrototipo y testBusca la...
Rectifica las hipótesis del                        modelo cuando sea necesarioDefine, mejora,inventaIdea                    ...
Y lo más importante...
No desistas, aprender de los                          errores es importante y loDefine, mejora,                           h...
Verónica Torras      @veronicatorrasModelos de negocio
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¿Como diseñar modelos de negocio? Herramientas de negocio, estrategia e innovación

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¿Como diseñar modelos de negocio? Herramientas de negocio, estrategia e innovación

  1. 1. ¿Cómo diseñarmodelos de negocio?Herramientas deestrategia e innovaciónAplicación en el sector hoteleroVerónica Torras @veronicatorrasModelos de negocio
  2. 2. 1. Contexto
  3. 3. Estrategia
  4. 4. Evolución de la estrategia a lo largo de las últimas décadas 1950´s Planificación corto plazo + tendencias Planificación a largo plazo + cambios en el entorno Etapa de planificación a estratégica, teniendo en cuenta los cambios del + tendencias entorno 1980´s Gestión estratégica (incluyendo + tecnología, + complejidad implementación y control) Siglo XXI Gestión del modelo de negocioFuente: Innovation, Society and Business: Internet-based Business Models and their Implications
  5. 5. Nuevo entorno Nuevas reglasNuevas maneras de hacer las cosas
  6. 6. Adaptación
  7. 7. Talento
  8. 8. Ideación
  9. 9. Método
  10. 10. Veamos como
  11. 11. 2. Diseño demodelos de negocio
  12. 12. ¿Cuánto vale una idea?Nada, lo que vale es nuestra capacidad deponerla en marcha
  13. 13. El método de los 3 pasos y las 4 herramientasMétodo adaptado de la propia experiencia
  14. 14. Paso 1La perspectiva del cliente Mapa de la empatía de Xplane
  15. 15. Designed for: Designed by: Business Model - The Empathy Map Date: What does she THINK and FEEL? what really counts major preoccupations worries & aspirations What does she What does she SEE? HEAR? what friends say environment friends what the markets offers what boss says what influences say What does she SAY and DO ? attitude in public appearance behavior towards others PAIN GAIN fears, frustrations, obstacles “wants”/needs, measures of success, obstacles www.XPLANE.com Adapted from XPLANE. XPlane.comFuente: www.businessmodelgeneration.com, www.Xplane.com
  16. 16. Preguntarse
  17. 17. Fuente: www.Xplane.com
  18. 18. Fuente: www.Xplane.com
  19. 19. Fuente: www.Xplane.com
  20. 20. Fuente: www.Xplane.com
  21. 21. Fuente: www.Xplane.com
  22. 22. Fuente: www.Xplane.com
  23. 23. Resultado: conocer mejor a nuestro cliente opúblico objetivo
  24. 24. Un ejemplo:hoteles de 4 estrellas(cliente: el viajero por trabajo)
  25. 25. Ejemplo: el sector hotelero
  26. 26. Ejemplo: el sector hotelero
  27. 27. Ejemplo: el sector hotelero
  28. 28. Ejemplo: el sector hotelero
  29. 29. Ejemplo: el sector hotelero
  30. 30. Ejemplo: el sector hotelero
  31. 31. Resultado: millones de personas en el mundoestán insatisfechas con los servicios que ofrecenlos hoteles v
  32. 32. Paso 2Modelo de negocio Business Model Canvas de A. Osterwalder y Y. Pigneur Libro: Generación de modelos de negocio
  33. 33. Un modelo de negocio es la manera cómo unaorganización crea, entrega y captura valor
  34. 34. Necesitamos un lenguaje común para hablar demodelos de negocio
  35. 35. 9 bloques del Business Model Canvas (Lienzo)Fuente: www.businessmodelgeneration.com
  36. 36. Modelo Canvas 7 1 2 4 8 6 3 9 5Fuente: www.businessmodelgeneration.com
  37. 37. Bloque 1 Segmentos de clientesFuente: www.businessmodelgeneration.com
  38. 38. Bloque 2 Propuesta de valorFuente: www.businessmodelgeneration.com
  39. 39. Bloque 3 CanalesFuente: www.businessmodelgeneration.com
  40. 40. Bloque 4 Relación con los clientesFuente: www.businessmodelgeneration.com
  41. 41. Bloque 5 Flujo de ingresosFuente: www.businessmodelgeneration.com
  42. 42. Bloque 6 Recursos claveFuente: www.businessmodelgeneration.com
  43. 43. Bloque 7 Actividades claveFuente: www.businessmodelgeneration.com
  44. 44. Bloque 8 AlianzasFuente: www.businessmodelgeneration.com
  45. 45. Bloque 9 Estructura de costesFuente: www.businessmodelgeneration.com
  46. 46. Modelo Canvas Actividades Segmentos de Relación con clave cliente el cliente Propuesta Alianzas de valor Canales Recursos clave Flujo de ingresos Estructura de costesFuente: www.businessmodelgeneration.com
  47. 47. Modelo Canvas Alianzas Actividades Propuesta Relación con Segmentos de clave de valor el cliente cliente Recursos Canales clave Estructura de costes Flujo de ingresosFuente: www.businessmodelgeneration.com
  48. 48. Modelo Canvas Alianzas Actividades Propuesta Relación con Segmentos de clave de valor el cliente cliente Qué Cómo Quien Recursos Canales clave Estructura de costes Flujo de ingresos $$$$$$$$Fuente: www.businessmodelgeneration.com
  49. 49. Modelo Canvas Alianzas Actividades Propuesta Relación con Segmentos de clave de valor el cliente cliente Parte Parte lógica emotiva Lado Recursos Lado Canales izquierdo clave derecho Estructura de costes Flujo de ingresosFuente: www.businessmodelgeneration.com
  50. 50. Day Month Year No. Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently pay? Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.Fuente: www.businessmodelgeneration.com
  51. 51. Volvamos al ejemplo del sector hoteleroAlianzas Actividades Propuesta Relación con Segmentos de clave de valor el cliente cliente Recursos Canales claveEstructura de costes Flujo de ingresos
  52. 52. Modelo Canvas del sector hoteleroAlianzas Actividades Propuesta Relación con Segmentos de clave de valor el cliente cliente Recursos Canales claveEstructura de costes Flujo de ingresos
  53. 53. Modelo Canvas del sector hotelero
  54. 54. Modelo Canvas del sector hotelero
  55. 55. Modelo Canvas del sector hotelero
  56. 56. Modelo Canvas del sector hotelero
  57. 57. Modelo Canvas del sector hotelero
  58. 58. Modelo Canvas del sector hotelero
  59. 59. Modelo Canvas del sector hotelero
  60. 60. Resultado: definimos el modelo de negocioactual para comprenderlo y analizarlo v Identificación de todos los elementos que influyen en el negocio
  61. 61. Paso 3Crear océanos azules Curva de valor Matriz C-R-E-A Chan Kim & Renée Mauborgne The Blue Ocean Strategy
  62. 62. Océanos rojos Competencia
  63. 63. Océanos azules Espacios sin competencia
  64. 64. ¿Cómo encontrar estos espacios?
  65. 65. Metodología para crear océanos azules: 1) Definición de la curva de valor de los competidores (caso: hoteles) Curva de valor de los competidores Marcamos cómo se comporta el sector Wi-Fi Definimos las variables gratuita Precio Espacio Recepción Cocina clave de nuestro mercadoFuente: The Blue Ocean Strategy
  66. 66. Metodología para crear océanos azules: 2) Aplicación de la matriz C-R-E-A Precio Espacios agradables Tamaño habitaciones Wi-fi gratuita Amenities Gimnasio Diseño Costes de Costes de Experiencia administración cocinaFuente: The Blue Ocean Strategy
  67. 67. Metodología para crear océanos azules: 3) Dibujo de la nueva curva de valor Océano azul Dibujamos la Curva de valor de los nueva curva de competidores valor Wi-Fi Precio Espacio Recepción Cocina Self-Service Auto chek-inn gratuitaFuente: The Blue Ocean Strategy
  68. 68. Metodología para crear océanos azules:4) Diseño un nuevo modelo de negocio X X X = = X
  69. 69. Resultado
  70. 70. Citizen, un nuevo hotel de lujo a preciosasequibles
  71. 71. Elimina algunas tareas...
  72. 72. Optimiza el espacio...
  73. 73. ... con habitaciones pequeñas perofuncionales
  74. 74. Citizen Alianzas Actividades Propuesta Relación con Segmentos de clave de valor el cliente cliente Qué Cómo Quien Redefine Recursos el qué Canales Busca maneras clave Cambia su más económicas manera de de hacerlo relacionarse Estructura de costes Flujo de ingresos $$$$$$$$Fuente: www.businessmodelgeneration.com
  75. 75. 3. Un problema por solucionar
  76. 76. El uso de modelosaporta un lenguaje común...
  77. 77. ... para generar modelos denegocio a partir de la ideas
  78. 78. Diseña y analiza los puntos fuertes de tu negocioDefine, mejora,inventaIdeaPrototipo y testBusca la rentabilidadAprende de los erroresy rectificaProbar de nuevo
  79. 79. Inventa nuevas versionesDefine, mejora,inventaIdeaPrototipo y testBusca la rentabilidadAprende de los errores los costes los ingresos los clientesy rectificaProbar de nuevo
  80. 80. Haz prototipos y realiza un test para validar las hipótesisDefine, mejora,inventa Criterio a Criterio b Criterio cIdea Modelo APrototipo y testBusca la rentabilidad Modelo BAprende de los erroresy rectifica Modelo CProbar de nuevo
  81. 81. Busca siempre la rentabilidad y la sostenibilidadDefine, mejora,inventaIdeaPrototipo y testBusca la rentabilidadAprende de los erroresy rectificaProbar de nuevo
  82. 82. Rectifica las hipótesis del modelo cuando sea necesarioDefine, mejora,inventaIdea Itera tu modelo de negocio ¡Funciona!Prototipo y testBusca la rentabilidadAprende de loserrores y rectificaProbar de nuevo
  83. 83. Y lo más importante...
  84. 84. No desistas, aprender de los errores es importante y loDefine, mejora, hemos hecho siempreinventaIdeaPrototipo y testBusca la rentabilidadAprende de los erroresy rectificaProbar de nuevo
  85. 85. Verónica Torras @veronicatorrasModelos de negocio

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