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Disrupt ... , our Government Our Government should disrupt with their former way of administrating by introducing a periodic self rating system to ministries being assessed by peers and citizens. Peers as challengers or competitors and citizens as customers : this could be a great Platform used by investors, UN & so on . Designed for: Insead Inovation Courses Designed by: Assante Bazoumana Date: April 12th 2015 Version: 1
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Key resources from Partners
Key Partners Partners : National IT Company, National Agency of Telecommunication & IT, National privates IT companies – Gotic IDC Suppliers Orange telecommunication Microsoft HP Banks Key resources from Partners Consultancy Funds Software HW Partner’s key activities Consultancies Project Management Telecommunication Process & quality management Who are our key partners? Who are our key suppliers? Which key resources are we acquiring from partners? Which key activities do partners perform? Motivations for partnerships optimization and economy reduction of risk and uncertainty Acquisition of particular resources and activities
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Activities our value Proposition required
Key Activities Activities our value Proposition required Identify each ministry short/long term goals Defining rating process for each Ministry Identify who is going to rate Distribution How to reach people for rating : Peers, customers & other citizens Orange telecommunication Azure Customer RELATIONSHIP Medium Revenue streams TBD What key activities do our value propositions require? Our distribution channels? Customer relationships? Revenue streams? Categories Production Problem solving Platform/network
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Value Customer Problems Bundle & products Value Propositions
This Opp will give Customer a real vision of service delivery and a better satisfaction of citizens, providers and international organization. Customer Problems Government would like to see : more productivity from civil servants Citizens & companies happy with government Services : Doing Business Bundle & products Sharepoint, .Net, SQL, Azure What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each customer segment? Which customer needs are we satisfying? Characteristics Newness Performance Customization “Getting the job done” Design Brand/status Price Cost reduction Risk reduction Accessibility Convenience/usability
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Customer Relationships
Strong relationship , understanding their need, being close to them and bringing the right resources at the right time when they need it. Which One have we established Understanding their need Bringing the right resources How are they integrated with our business model Isolated platforms How costly are they Need to plan a prototype What type of relationship does each of our customer segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? Examples Personal assistance Dedicated personal assistance Self-service Automated services Communities Co-creation
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For whom are creating Value
Customer Segments For whom are creating Value Presidency Prime Minister Ministry of IT Who is the most important Customer Ministry of ITC For whom are we creating value? Who are our most important customers? Mass market Niche market Segmented Diversified Multi-sided platform
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Key resources our value Proposition require
HR Consultants Process, Project & Quality Management IT deployment partner & Consultant HR managers from Ministries Software + Platform Internet Connection Funds Distribution Channels Azure Platform Internet Partners Customer relationship Citizens Management tool Social components for multiple interaction Revenue Stream TBD What key resources do our value propositions require? Our distribution channels? Customer relationships? Revenue streams? Types of resources Physical Intellectual (brand patents, copyrights, data) Human Financial
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Thru which Chanel do the customer want to be reached
Channels Thru which Chanel do the customer want to be reached Physical Phone How are we reaching them now? All channels Which work best How are we integrating them with customer routine Setting Meetings in advance with follow up plan Through which channels do our customer segments want to be reached? 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? Channel phases Awareness How do we raise awareness about our company’s products and services? Evaluation How do we help customers evaluate our organization’s value proposition? Purchase How do we allow customers to purchase specific products and services? Delivery How do we deliver a value proposition to customers? After sales How do we provide post-purchase customer support?
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What are the most important costs inherent in our business model?
Cost Structure What are the most important costs inherent in our business model? Services and deployment Cost Licenses Cost Fixed cost Which key resources are most expensive? Which key activities are most expensive? Defining rating process with all stakeholders The business is more Value driven : improve productivity & efficiency within government civil Servant and set a reward program What are the most important costs inherent in our business model? Which key resources are most expensive? Which key activities are most expensive? Is your business more Cost driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value driven (focused on value creation, premium value proposition) Sample characteristics Fixed costs (salaries, rents, utilities) variable costs Economies of scale Economies of scope
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For what value are they willing to pay
Revenue Streams For what value are they willing to pay USD For what do they currently pay USD How will they prefer to pay Wire How much does each Revenue stream contribute to overall TBD For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each revenue stream contribute to overall revenues? Types Asset sale Usage fee Subscription fees Lending/renting/leasing Licensing Brokerage fees Advertising Fixed pricing List price Product feature dependent Customer segment dependent Volume dependent Dynamic pricing Negotiation (bargaining) Yield management Real-time-market
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Designed by: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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