CANVAS BUSINESS MODEL VARIABLES

Summary Business model variables For whom are we creating value? Who are our most important customers? Customer Segments Remarks HR (especially mobility & redeployment) and employees (learning & development) and managers (finding expertise/help with undercapacity)

our direct customer is Alexandra Philippi (head of HR, who gave the budget for this project to the head of Mobility and Redeployment). Other important stakeholders are Caro

What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established?

Philiippi and er MT: to keep them up-to-date, in the loop and to advise them on where this should go in the organisation, based on the results of the pilot and our people strate managers & medewerkers: to enable them to easily use the platform optimally. we have done this for the Head of Mobility, the business manager of the head of Change and Integration who reports to Caroline and with Patrick Coolen, however, we need t Managers & medewerkers: most of them are satisfied with oru platform. The realition with them is beyond expectations. Some of the customers had difficulties with the platfo

How are they integrated with the rest of our business model? How costly are they? Customer Relationships Through which Channels do our Customer Segments want to be reached?

We need to do some internal stakeholder management with the management summary and ppt to ensure that they are onboard The MT of Philippi are very valuable customers. The are very costly. The end user will not have much influences, whether the project will succeed (in the eyes of the project ow

How are we reaching them now? How are our Channels integrated? Which ones work best?

For Managers, via the HR business partners during mid-year review, this is essential to obtain enough smartjobs and buy-in for employees to be able to do Smartjobs and it is e Both medewerkers and managers want to be reached through internal media and the different HR channels. via the Intranet (it is more bottom-down),and via personal networks. don't know the banner on the internet generated a lot of traffic for medewerkers. However, we didn't reach a lot of managers. We tried it with are personal network but the outcome was both personal network as internal media are almost free, so very cost efficient. don't know

Which ones are most cost-efficient? How are we integrating them with customer routines? Channels What value do we deliver to the customer? Which one of our customers problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?

To project owner: we run teh platform and test it so that they don't have to invest in expensive systems if the idea doesn't pan out or people to fulfill it to medewerker and manager: medewerker: to get to see how other departments work. Manager: solve capacity problems.

we are helping to solve: 1. culture related problems (samenwerken, werken over silos geen, van ik naar wij cultuur, een andere laat stralen, enz) 2. on the job learning (and com

matching (if the system would do it): microjobs and people who are interested in doing a job in another department/area of the Bank, learning and development

Which customer needs are we satisfying? Value Proposition What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Key Activities What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Key Resources Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Key Partnerships What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Costs 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?

project owner: to test the platform Smartjobs and report about the finding. Medewerker & manager: match under and overcapactity and provide informal learning opportunit cheap way to test internal ideas via prototyping

developing technology, translating business requirements to technical requirements, noting bugs, ensuring that they are fixed, analysis of what works and doesn't wokrs, inclu thus far, intranet, articles, flyer and poster campaign, but not the formal channels of mid-year review meetings, in PPP's not sure right now from within the Bank, however, if we make some tweaks to the platform (IT), we believe we could start to sell this outside the Bank building a platform, analyzing the results of the pilot

IT knowledge, expertise, project management experience, stakeholder management, someone with analytical skills to analyze stats/results of surveys/interviews and writing s

we need to spend more time massaging our key client to ensure that the platform is taken over and to make sure that our distribution channels understand the value add enou creating pitches, white papers other marketing material based on the prototype and how it matches/can be tweaked to the market based on the biggest need it fulfills IT platform, DT, Incubator (mensen) internally HR and DT to build, externally, we need to find DT IT expertise, ability to translate business requirements into IT

building the platform, fixing bugs, helping us get stats, but not thinking ahead to what we are missing or challenging our ideas enough before we implement or helping us to ta mobiliteit en redeployment IT development and project management/day-to-day delivery project management ensuring on time delivery of pilot, stakeholder management, analysis 259

taking time off their hands, allowing us to prototype solutions to their problems (perhaps even duel prototyping), allowing us to break through the bureaucracy and politics, ab building the platform, managing the platform, the pilot, marketing and analysis internal transfer (140K) internal transfer

How much does each Revenue Stream contribute to overall revenues? Revenues

good question 139

UNCERTAINTY SELECTION
Uncertainties 1 Globalization of FS Regression High barriers across countries and regions, closed to foreign players Progression Single world market, open to foreign players Select uncertainty for analysis? Yes Reason for selection Less expats and migrants more internal in closed economy; perhaps partnerships with local/regional parties more viable; ABN not ready for this type of innovative service (not focused on immigrants - maybe postbank / rabobank better positioned).

2 New entrants into FS

Low market capture

High market capture

Yes

3 3. Regulatory flexibility on new players and new business models

Conservative, inflexible, discourages change

Progressive, flexible, encourages change

Yes

KYC will stop cash-to-card

4 4. Identity verification

Multiple inconsistent identities, unreliable authentication

Single digital identity, reliable authentication

Yes

reliable authentication is build into the business model on the a-side; if you can identify both sides than the amount of money is unlimited (up to 50,000 euro); in e.g. India it is much more difficult who will send the card abroad? Morocco want to bring the card, india want back-office to send the card - s0 customization wrt to immigrant nationality is important

5 5. Customization of services

One size fits all, generic

Tailor-made, self-selection

Yes

It is not recommended to select more than three uncertainties.

UNCERTAINTY MAPPING
Legend: G O R GR No negative effects Requires attention Showstopper Not relevant

Business model variables Customer Segments Customer Relationships Channels Value Proposition Key Activities Key Resources Key Partnerships Costs Revenues

0 0 0 cheap way to test internal ideas via prototyping building a platform, analyzing the results of the pilot IT platform, DT, Incubator (mensen) mobiliteit en redeployment 259 139

Globalization of FS High barriers across countries and regions, closed to foreign players Fact / Issue R R R R R R R R R R R R R R R R R R Single world market, open to foreign players

New entrants into FS Low market capture High market capture

Fact / Issue G G G G G G G G G G G G G G G G G G

3. Regulatory flexibility on new players and new business models Conservative, inflexible, Progressive, flexible, discourages change encourages change Fact / Issue O O O O O O O O O O O O O O O O O O

4. Identity verification Multiple inconsistent identities, unreliable authentication Fact / Issue G G G G G G G G G G G G G G G G G G Single digital identity, reliable authentication

5. Customization of services One size fits all, generic

Tailor-made, selfselection

Fact / Issue G G G G G G G G G G G G G G G G G G

HEAT SIGNATURE
Legend: G O R GR No negative effects Requires attention Showstopper Not relevant Globalization of FS High barriers Single world across countries market, open to and regions, foreign players closed to foreign players Business model variables Customer Segments Customer Relationships Channels Value Proposition Key Activities Key Resources Key Partnerships Costs Revenues New entrants into FS Low market High market capture capture 3. Regulatory flexibility on new players 4. Identity and new verification business models Conservative, Progressive, Multiple Single digital inflexible, flexible, inconsistent identity, reliable discourages encourages identities, authentication change change unreliable authentication 5. Customization of services One size fits Tailor-made, all, generic self-selection

R R R R R R R R R

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Heat signature
Globalization of FS New entrants into FS High barriers Single world Low market High market across market, capture capture countries open to and regions, foreign closed to players foreign players 3. Regulatory flexibility on Conservative Progressive, , inflexible, flexible, discourages encourages change change 4. Identity verification 5. Customization of Multiple Single digital One size fits Tailorinconsistent identity, all, generic made, selfidentities, reliable selection unreliable authenticati authenticati on on

Business model variables Customer Segments Customer Relationships Channels Value Proposition Key Activities Key Resources Key Partnerships Costs Revenues Overall

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Business model components versus Uncertainties

Globalization of FS Business model variables Customer Segments Customer Relationships Channels Value Proposition Key Activities Key Resources Key Partnerships Costs Revenues Overall #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? New entrants into FS #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? 3. Regulatory flexibility on 4. Identity verification #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? 5. Customization of #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME?

Best case scenario

Globalization of FS Overall #NAME? New entrants into FS #NAME? 3. Regulatory flexibility on 4. Identity verification #NAME? #NAME? 5. Customization of #NAME?

Worst case scenario

Globalization of FS Overall #NAME? New entrants into FS #NAME? 3. Regulatory flexibility on 4. Identity verification #NAME? #NAME? 5. Customization of #NAME?

Overall robustness business model variables

Uncertainties

Business model variables Customer Segments Customer Relationships Channels Value Proposition Key Activities Key Resources Key Partnerships Costs Revenues Overall rating

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Overall robustness business model variables

Key Partnerships

Key Activities

Value Proposition

Customer Relationships

#NAME? Key Resources

#NAME? Channels

#NAME? Costs

#NAME?

#NAME? Revenues

#NAME?

#NAME?

#NAME?

Business model components versus Uncertainties

Globalization of FS Customer Segments Key Partnerships Key Activities Value Proposition

#NAME? Key Resources

#NAME?

#NAME? Costs

#NAME?

#NAME?

#NAME?

New entrants into FS Key Partnerships Key Activities Value Proposition

#NAME? Key Resources

#NAME? Costs

#NAME?

#NAME?

#NAME?

s versus Uncertainties

Value Proposition

Customer Relationships

Customer Segments

#NAME? Channels

#NAME? Revenues

#NAME?

#NAME?

#NAME?

Value Proposition

Customer Relationships

Customer Segments

#NAME? Channels

#NAME? Revenues

#NAME?

#NAME?

#NAME?