Ticket to ride: Business model development case for NOKIA
Network as Code: New services and value creation in application ecosystems with programmable network capabilities.
Project brief
To innovate and evaluate business models enabled by Network as Code for 3rd parties. What kind of service chains can be designed based on mobile network capabilities, if networks become programmable?
• Fast and available for any purpose, with extreme customization.
• Who are the ecosystem partners that would participate in the business model?
• How is the value distributed through the ecosystem?
Project outcome
Ticket to Ride: A service concept focused on large scale events with the goal to promote ride sharing within event goers, reducing traffic congestion in and out of events while promoting sustainability.
The service is community based, convenient and promotes customer retention, eventually leading to increased ticket sales.
• Business model tested prototype for ride sharing service concept
• Ecosystem and stakeholder map
I worked in a team of five planning and developing every stage of the project with support of the Business Design team at NOKIA.
My roles:
• Interviews planning and execution
• Interviews planning and execution
• Defining hypothesis and deciding testing methods
• Deciding with the team the next steps at every stage of the testing phase
New challenge: Using the Business Model Canvas together with the Value Proposition Canvas to test key business assumptions
Project duration: 2 months
Process overview
For this project we worked in a team of five to develop and test a business model for a ride-sharing service concept. Based on our desk research about transportation to and from events, we defined the opportunity to explore further a use case for event goers who need convenient transport solutions and for event organizers who need to offer memorable and sustainable experiences.
1. Drafting a concept and business model to test: We used the magic triangle from St.Gallen Business Model Navigator to focus our initial discussions around these four dimensions and define an overview of the possible ecosystem.
2. Outline the value proposition to be tested: We defined what is the value offered and what are the needs we are assuming potential customers and users have.
Testing process overview
Testing methods: desk research (report analysis, discussion forums), surveys and interviews.
The testing process went through 2 stages + next steps
1. Test the desirability of the service concept with potential users, both drivers and passengers, as well as event organizers using surveys and interviews.
2. Based on the findings we moved to test the need for "last mile" services, map possible partners and revenue streams in the ecosystem
3. Possible next steps: Test for opportunities with other partners such as accommodation services, etc.
Testing desirability
Desirability conclusions: Passengers and drivers are interested in these type of services for not particularly ready for immediate adoption.
One other thing that affects the transportation is the accommodation options: usually people need to travel by car if they are camping. We are trying to find ways to offer more hotels, hostels, pre-erected tents or cottages, so the people can just appear on site with their decent-sized luggage. The role of the city is to provide possibilities for us and be open to different solutions.”
– Festival production manager
Ecosystem map
Conclusions and next steps
• Need to shift into an orchestrator type of business model and identify opportunities for regular income streams from partners, such as marketing etc. The adoption of these type of services from drivers and passengers will be slow
• Offering promotional space to the services within the festivals can be a way of ensuring regular revenue
• There is a real need from event organizers to reduce parking and congestion in and out of the events
• Real time data services could benefit companies offering "last mile" services such as bus services to plan their resources and operations
Other opportunities
