Axis NIFTY Bank ETF · NSE:BNKETFAXIS
Axis NIFTY Bank ETF — IEA EGRD 2017
28 slides from Axis NIFTY Bank ETF's conference presentation, 2017
Slide 1: Mind our Business!
v Mind our Business! Task 25: Business models for a more effective market uptake of DSM energy services for SMEs and communities IEA EGRD Ruth Mourik Kopenhagen 2017
Slide 2: 3 Key levels/Questions
3 Key levels/Questions… 1. Are user centered/service oriented business models more effective? 2. Do the (user centered) dynamic capabilities of entrepreneurs contribute to a more effective uptake of the product or service? 3. Is the way the business models fit or stretch context influencing their su
Slide 3: What do our cases tell us?
What do our cases tell us? 46 cases Netherlands, Sweden, Norway, Austria, Switzerland and South Korea +ECI analysis Retrofitting, total solutions, lighting, heating, smart systems
Slide 4: Who?
Who? We tend to blame the Entrepreneurs For not understanding their users.. But…Their life is difficult! What do they need?
Slide 5: For all the entrepreneurs in Energy Efficiency Services out there
For all the entrepreneurs in Energy Efficiency Services out there…
Slide 6: There are three essential ingredients to become successful
There are three essential ingredients to become successful…
Slide 7: And they are all about a transition
And they are all about a transition
Slide 8: From product dominant logic to service dominant logic
From product dominant logic to service dominant logic
Slide 9: Key success element 1
Key success element 1:
Slide 10: A service supporting business model is more successful
When the offer is a service.. A service supporting businessmodel is more successful Building on business model canvas by Osterwalder and Pigneur (2010)
Slide 11: Goods Services
Goods Services • Output-orientation • Solutions • Offer stated in tech-specs • Value = outcomes for user • Efficiency: low costs, high margins • User role is key • Value in exchange/transaction • Value experienced in use • User role passive • Co-creation • Delivered within a system • Good/technology
Slide 12: Key success element 2
Key success element 2:
Slide 13: Be skilled to serve the user
Be skilled to serve the user… Sensing user needs, context, system Conceptualising Orchestration Scaling and stretching
Slide 14: Key success element 3
Key success element 3:
Slide 15: Understand how to deal with context
Understand how to deal with context
Slide 16: Context and synchronicity
Context and synchronicity… The unaware The smart matcher The aware stretcher The stealth stretcher
Slide 17: 4 combinations business model-capabilities-context
4 combinations business model-capabilities-context…
Slide 18: Pushing harder
Pushing harder Capabilties User Sensing Not ina structured way Conceptualizing Not in a structured way Orchestrating Not ina structured way. Focus on the supply chain side Scaling and stretching Outsourcing the sales skills C—° Businessmodel _~ 9 ‘Alexander Osterwald \ 1. Customer Segments Industria
Slide 19: Reframing/referral
Reframing/referral Capabilties User Sensing Weakly developed. Collecting user insights up to transaction. Strong focus ‘on specific details in transaction journey (like decision making, info needed or simplifiing process, trust building) Conceptualizing Shifting focus from delivery process towards t
Slide 20: Pushing something else
Pushing something else Capabilties User Sensing Well developed. Systematic. Active co-creation becomes key activity Conceptualizing Active conceptualizing, however technological barriers are inhibiting Moving towards multiple benefit innovation Orchestrating Problem solvers. Delivering complex corvi
Slide 21: Servicing
Servicing Capabilties User Sensing Core capability Conceptualizing Co-creating. Growth of client base is inhibiting the ambition to grow Orchestrating Aimed at serving the user during the use phase Scaling and stretching Aimed at continuious innovation C—° Businessmodel 8 9 ‘Alexander Osterwad \ na
Slide 22: Business and research conclusions
Business and research conclusions Service oriented business models can be more successful Energy efficiency experienced in use, multiple benefits matter Requires specific capabilities Combination model, capabilities context fit or stretch matters! Service oriented business model canvas in
Slide 23: It's not all up to the entrepreneurs
it’s not all up to the entrepreneurs…. Most countries have many small EE firms Most service oriented firms that become bigger have a ‘patient mother’ Access to client base Already existing good client relationship Valuable customer data Branding Money of course but… Time to experiment, s
Slide 24: Policy conclusions
Policy conclusions Energy regime focused on products delivering EE low hanging fruit business models Focus on transaction not use phase Weak user centered + orchestrating entrepreneurial capabilities = innovation system failure Policy has important role to play as patient mother… Laws an
Slide 25: What did we do to support these different types of entrepreneurs?
What did we do to support these different types of entrepreneurs?
Slide 26: Most entrepreneurs are unaware
Most entrepreneurs are unaware
Slide 27: Climate change is trending business
Climate change is trending busin gency for transition is felt by many > expect it to lead to new ~big- busi portunities. But When it comes to energy efficiency, we somehow are stil waiting for the b breakthrough. Energy Efficiency isn't an easy value to build a business on. After analysing 42 compan
Slide 28: Thank you!
Thank you! http://www.ieadsm.org/task/task-25-business-models-for-a- more-effective-uptake/ Email: Ruth.mourik@duneworks.nl Email: Renske@ideate.nl