Business Model and Key Findings for Desklib Online Library

This presentation discusses the Osterwalder and Pigneur business model, LEGO's growth chart, and the use of smart connected products in the business model. It also includes a reference list for further reading. The presentation highlights the importance of constant innovation, value proposition, customer relationships, key resources, cost structure, customer segments, revenue streams, channels, and key activities in the business model. It also showcases LEGO's success in using smart connected products and integrating it into their business model. The presentation concludes with a list of references for those interested in further reading.

Business Model and Key
Findings

Osterwalder and Pigneur business model
• Constant Innovation
• Value proposition
• Customer Relationships
• Key Resources
• Cost Structure
• Customer Segments
• Revenue Streams
• Channels
• Key Activities

• Cash flow was DKK 10.7 billion in 2017
• Lego with an improved business model has
earned DKK 20.7 billion in 2017
• Should be hard to imitate
LEGO Growth Chart

• Lego is a pioneer in using smart-
connected products and
integrating it in business model
• Lego has collected 5,485.72 million
U.S dollars in 2016
• Has increased its sales
• Therefore its revenue shot up to
4.81 billion Euros in 2015
• Identified a clear market
segmentation
LEGO

• Product Innovation
• Product Differentiation
• Customer Loyalty
SMART CONNECTED PRODUCTS

Reference List
Bak, M. (2015). LEGO Studies: Examining the Building Blocks of a Transmedial Phenomenon.
American Journal of Play,
8(1), 134-137.
Baldassarre, B., Calabretta, G., Bocken, N. M. P., & Jaskiewicz, T. (2017). Bridging sustainable business model innovation and user-driven innovation:
A process for sustainable value proposition design.
Journal of Cleaner Production,
147, 175-186.
Bartneck, C., & Moltchanova, E. (2018). LEGO products have become more complex.
PloS one,
13(1), e0190651.
Bocken, N. M., Short, S. W., Rana, P., & Evans, S. (2014). A literature and practice review to develop sustainable business model archetypes.
Journal
of cleaner production,
65, 42-56.
Christensen, C. M., Bartman, T., & Van Bever, D. (2016). The hard truth about business model innovation.
MIT Sloan Management Review,
58(1), 31.
Connor, M. (2015). Creating Customer Value in a Digitally Transformed Future.
Journal of Creating Value,
1(2), 204-213.
Dudin, M. N., Lyasnikov, N. V. E., Leont’eva, L. S., Reshetov, K. J. E., & Sidorenko, V. N. (2015). Business model canvas as a basis for the competitive
advantage of enterprise structures in the industrial agriculture.
Biosciences Biotechnology Research Asia,
12(1), 887-894.
El Sawy, O. A., Kræmmergaard, P., Amsinck, H., & Vinther, A. L. (2016). How LEGO Built the Foundations and Enterprise Capabilities for Digital
Leadership.
MIS Quarterly Executive,
15(2).
Hofmann, E., & Knébel, S. (2016). Supply Chain Differentiation: Background, Concept and Examples.
Journal of Service Science and Management
(JSSM),
9(2), 160-174.
Joachimsthaler, E., Chaudhuri, A., Kalthoff, M., Burgess-Webb, A., & Bharadwaj, A. (2015). How smart, connected products are transforming
competition.
Harvard business review,
93(1), 4.
Porter, M. E., & Heppelmann, J. E. (2015). How smart, connected products are transforming companies.
Harvard Business Review,
93(10), 96-114.