Planung von service-orientierten Geschäftsmodellen für Geldautomaten Diebold Nixdorf AG - Session: 9 | Slot A - it's OWL
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Session: 9 | Slot A
Planung von service-orientierten Geschäftsmodellen für
Geldautomaten
Diebold Nixdorf AG
10/11. Oktober 2017 | Lemgo
www.its-owl.de
Agenda
Einführung
Zielsetzung
Ergebnisse
Resümee und Ausblick
© it‘s OWL Clustermanagement GmbH | 17.10.2017 2
Einführung
Vorstellung des Transfernehmers
1989 2015
First ATM w ith cellular Acquires multivendor
1930s communications
Diebold becomes software innovator Phoenix
Diebold
publicly traded Interactive Design
1940s
company
Eliot Ness, famed 2008
1859 Introduces mobile
Karl Diebold crime-fighter,
became chairman of 1966 banking 2014
founds safe & lock Introduces w orld’s
company in Ohio Diebold’s board Diebold presents w orld’s
greenest ATM
first concept of ATM
2016
Diebold Nixdorf
Com bination
Wincor Nixdorf
2003
1973 1995 Introduction of
First electronic POS
2014
Introduction of self-checkout
solution Introduction of
netw ork system cash recycling
introduced in Europe omni-channel
1952 technology 2001 retail software
Heinz Nixdorf Launch of PC/E 2015
establishes The 1987 multichannel software Launch of AEVI
Laboratory for architecture and first
Introduction of cashless payment
Pulse Technology WEB multivendor solutions
PC in ATMs
software solution
© it‘s OWL Clustermanagement GmbH | 17.10.2017 3
Einführung
Vorstellung des Transfernehmers
$5.0
Experience
Innovation Presence in
~$180
Million for R&D
Customer Resources
130+ Billion
in revenue1
1 3 out of
countries
~24,000
Supporting ATMs Team members
25+ Resolving
>10 ~14,500 3,000+
languages
2+ million
Service members Patents
Million
Installed ePOS
Service calls/year
~1,700
and ATMs Software
professionals
Note 1) Pro forma 2016 revenue for Diebold Nixdorf gives effect to the acquisition as if it had occurred on Jan 1, 2016.
© it‘s OWL Clustermanagement GmbH | 17.10.2017 4
Einführung
Vorstellung des Transfergebers
Abteilung „Produkt- und Produktionsmanagement“
Kompetenz für strategische Produktplanung
Strategische Produkt-, Geschäfts- und Technologieplanung für
intelligente Systeme, digitale Transformation des Geschäfts (digitale
Geschäftsmodelle, Smart Services etc.)
© it‘s OWL Clustermanagement GmbH | 17.10.2017 5
Einführung
Motivation/ Ausgangssituation für das Transferprojekt
Ausgangssituation 2016 Ausgangssituation 2017
Motivation: Angebot von Services zur Umsetzung Motivation: Umsetzung eines service-orientierten
service-orientierter Geschäftsmodelle (z.B. Pay-per- Geschäftsmodells für die eigenen Produkte und
Use) für das produzierende Gewerbe (B2BApps) Services im Bereich Banking
Herausforderungen: Herausforderungen:
▪ Welche service-orientierten Geschäftsmodelle ▪ Welche service-orientierten Geschäftsmodelle
sind im produzierenden Gewerbe erfolg- sind für Geldautomaten erfolgversprechend und
versprechend und welche Services werden wie sind diese konkret ausgeprägt?
hierzu benötigt? ▪ Welche neuen Services werden zur Umsetzung
▪ Welches Services kann Diebold Nixdorf des Geschäftsmodells benötigt und welche
anbieten, um Unternehmen beim Wandel zum Services können das Portfolio generell
Serviceanbieter zu unterstützen? erweitern?
Zielsetzung: Potentiale für B2B-Serivices und ein Zielsetzung: Konzept zur Umsetzung eines
Konzept für eine Plattform zum Angebot service-orientierten Geschäftsmodells für
Geldautomaten
© it‘s OWL Clustermanagement GmbH | 17.10.2017 6
Agenda
Einführung
Zielsetzung
Ergebnisse
Resümee und Ausblick
© it‘s OWL Clustermanagement GmbH | 17.10.2017 7
Zielsetzung
Service-orientierten Geschäftsmodellen für Geldautomaten
Cash as a Service
ATM as a shared
Service Cash funding
ATM as a Service
Transaction Processing Transaction Processing
Transaction Routing Transaction Routing Transaction routing
Cash Handling Services Cash Handling Services Cash Handling Services
CIT Performance Mgt CIT Performance Mgt CIT Performance Mgt
Self-Service Fleet Technical Operations*2 Technical Operations*2 Technical Operations*2
Management HW Maintenance HW Maintenance HW Maintenance
Technical Operations Software* Software Software
HW Maintenance Hardware Hardware Hardware
Legende:
Standard Ziel des Transferprojekts ist die Ausgestaltung und der
Optional Vergleich verschiedener Geschäftsmodellkonzepte
© it‘s OWL Clustermanagement GmbH | 17.10.2017 8
Arbeitsprogramm
AP 1 Trend Analysis ATM / Retail Banking AP 4 Concepts for new Products and Services
▪ Overview of current studies regarding trends and ▪ Finding new products and services based
customer demands in retail banking on the results of the Value Propositions Canvas
▪ Trend analysis for ATMs regarding chances and risks ▪ Discovering ideas for value-added services
▪ Structuring ATM market with considering the capabilities of an ATM
Porters Five Forces ▪ Find new ways for additional revenue streams
▪ Methodology: Trend analysis, competitive analysis ▪ Methodology: Service-Blueprint, CONSENS
▪ Result: Trends and their chances and risks for Diebold Nixdorf, ▪ Result: Concept for new products and services
competitive arena of the ATM market and their requirements to the system
AP 2 Potentials for Diebold Nixdorf AP 3 Business Model Concept
Gewinnerzeuger Gewinne
▪ Analysis of retail banking segment ▪ Conception of different business models
Kundenaufgaben
Dienstleistungen
with regard to new market services for three types of ATM as a Service
Produkte &
▪ Analysis of current service portfolio and ▪ Analysis and comparison of the main
comparison with market requirements Problemlöser Probleme characteristics and differences
▪ Methodology: Internal interviews, workshops ▪ Methodology: Business Model Canvas,
Value Proposition Canvas Lean Startup
▪ Result: Value Proposition Canvas (Customer jobs, pains and ▪ Result: Three business model variants for ATM as a Service,
gains), finding white spots for new products and services main characteristics and differences
© it‘s OWL Clustermanagement GmbH | 17.10.2017 9
Agenda
Einführung
Zielsetzung
Ergebnisse
Resümee und Ausblick
© it‘s OWL Clustermanagement GmbH | 17.10.2017 10Arbeitsprogramm
AP 1 Trend Analysis ATM / Retail Banking AP 4 Concepts for new Products and Services
▪ Overview of current studies regarding trends and ▪ Finding new products and services based
customer demands in retail banking on the results of the Value Propositions Canvas
▪ Trend analysis for ATMs regarding chances and risks ▪ Discovering ideas for value-added services
▪ Structuring ATM market with considering the capabilities of an ATM
Porters Five Forces ▪ Find new ways for additional revenue streams
▪ Methodology: Trend analysis, competitive analysis ▪ Methodology: Service-Blueprint, CONSENS
▪ Result: Trends and their chances and risks for Diebold Nixdorf, ▪ Result: Concept for new products and services
competitive arena of the ATM market and their requirements to the system
AP 2 Potentials for Diebold Nixdorf AP 3 Business Model Concept
Gewinnerzeuger Gewinne
▪ Analysis of retail banking segment ▪ Conception of different business models
Kundenaufgaben
Dienstleistungen
with regard to new market services for three types of ATM as a Service
Produkte &
▪ Analysis of current service portfolio and ▪ Analysis and comparison of the main
comparison with market requirements Problemlöser Probleme characteristics and differences
▪ Methodology: Internal interviews, workshops ▪ Methodology: Business Model Canvas,
Value Proposition Canvas Lean Startup
▪ Result: Value Proposition Canvas (Customer jobs, pains and ▪ Result: Three business model variants for ATM as a Service,
gains), finding white spots for new products and services main characteristics and differences
© it‘s OWL Clustermanagement GmbH | 17.10.2017 11Aktuelle Trends im Bereich Privatkundenbanken Analyse aktueller Studien © it‘s OWL Clustermanagement GmbH | 17.10.2017 12
Aktuelle Trends im Bereich Privatkundenbanken
Auszug der Zusammenfassungen
Horvath & Partners – Hat das Privatkundengeschäft A.T. Kearney –
von Banken noch eine Zukunft? [HP16] Inside Tomorrows Retail Bank [ATK16]:
▪ Survey with about 400 retail bank executives ▪ Study based on 20 interviews with traditional and
▪ Expectations of developments until 2020 emerging retail bank executives throughout Europe
▪ Main topics: Customer and revenue development, and an online survey with 1000 industry insiders
exploitation of future revenue potentials, approaches ▪ Retail banking industry will evolve into an online
for cost management based industry - ATMs will be replaced by mobile
▪ Five adjustments to maintain a profitable private devices
client business: Additional revenues, differentiated ▪ Five trends in retail banking with impact on financial
branches, alternative and automated consulting, services: Social Media, E-Payment, very different
cooperation with platforms customer groups (digital natives and deniers),
changing point-of-sale, new (digital) competitors
Bain & Company – Deloitte – Retail Banking Advisory in the Digitalized
Deutschlands Banken 2016 [HP16]: Future [DEL14]:
▪ Evaluation of 1.700 balance sheet structures and ▪ Survey with 20 and interviews with 10 retail bank
P&L statements of German credit institutions institutions in Scandinavia
▪ German retail banks poorly positioned in ▪ Customer advice will remain as a cornerstone but
international comparison transformed: self-service channels, using "wisdom of
▪ Digital age as an opportunity for growth with the crowds“, increasing transparency, increasing
help of new business models and innovation willingness to pay for advice
competencies ▪ Reason to move to self-service channels: Cost
▪ Conclusion: Overcome poor profitability by radical efficiency but also preference of future customers
cost reductions, fast consolidation and new ▪ Advice: Leveraging customer data, build up
business models for the digital age IT- and business transformation capabilities
© it‘s OWL Clustermanagement GmbH | 17.10.2017 13Produkt- und Servicestrends
Auszug Trendanalyse
Trends
Chances
Risks Options for action
Mobile Banking: Customer prefer mobile devices as ▪ Mobile device as interface to ATM and to provide Focus on features for mobile devices e.g. linkage
interface to their bank value-added services between ATM and smartphone for value-added services
▪ Mobile devices encourage
Source: [CMP16], [ATK16], [Lün12], [BC16] electronic payments
Payment-enabling Wearables: Costumer embrace the ▪ Using Wearables for identification and value-added Focus on features for wearables by linking with ATM
convenience of payment-enabling wearables services especially for identification
▪ Wearables encourage electronic
Source: [CMP16], [HP16] payment
Mobile ATM: Mobile ATM at changing locations (e.g. ▪ Flexibility and changing location can lead to higher Determine chance for entering a niche with high
events) or low frequented locations utilization of single systems mobile ATM
(e.g. countryside) ▪ High costs of transport, small market
potential
Source: [Lün12]
Leverage Customer Data: Customer data can be used for ▪ Leverage ATM-related data Potential analysis and data landscape of ATM regarding
personalized financial advices new value-added data-driven services
▪ Poor acceptance due to the use of
confidential financial data
Source: [CMP16], [ATK16], [DEL14], [Acc15], [Sop16]
Video Chat: New channel as a customer touchpoint ▪ Use video chat at ATMs Implementation of a video chat into an ATM linked
and point of sale to a bank employee (esp. for for off-promise
▪ Video Chat could increase the using
locations)
Source: [CMP16], [ATK16], [Lün12] time at ATM`s – long waiting periods
Value-added services and cross-selling): ATM as a ▪ Additional revenue streams Contact possible cross selling and advertising
platform for products and services of retails banks and other partners
▪ Customers do not accept sales
industries (e.g. insurance, discount voucher, tickets etc.)
options
Source: [Ncr14-ol]
© it‘s OWL Clustermanagement GmbH | 17.10.2017 14Wettbewerbsanalyse
Porters Five Forces
▪ Independent ATM Deployer (IAD)
already running ATMaaS-Model Threat from new ▪ Retail banks in a tight
▪ Peer-to-peer cash transfer spot: Cost pressure and
entrants
provider (e.g. Paypal ) digital competitors (direct
banks, fintechs)
▪ Consortia of retails banks
running a shared ATM
Cash in Transit (CIT)
fleet with more
seeking for new, cash-less
bargaining power
business models
Rivalry among
Bargaining power Bargaining power
existing
of suppliers of buyers
competitors
NCR offers ATMaaS model
but with monthly payment
▪ Cashless and mobile
Threat from Payment makes
substitute products (todays) ATM useless
or services ▪ Withdrawal at Retailers
© it‘s OWL Clustermanagement GmbH | 17.10.2017 15Arbeitsprogramm
AP 1 Trend Analysis ATM / Retail Banking AP 4 Concepts for new Products and Services
▪ Overview of current studies regarding trends and ▪ Finding new products and services based
customer demands in retail banking on the results of the Value Propositions Canvas
▪ Trend analysis for ATMs regarding chances and risks ▪ Discovering ideas for value-added services
▪ Structuring ATM market with considering the capabilities of an ATM
Porters Five Forces ▪ Find new ways for additional revenue streams
▪ Methodology: Trend analysis, competitive analysis ▪ Methodology: Service-Blueprint, CONSENS
▪ Result: Trends and their chances and risks for Diebold Nixdorf, ▪ Result: Concept for new products and services
competitive arena of the ATM market and their requirements to the system
AP 2 Potentials for Diebold Nixdorf AP 3 Business Model Concept
Gewinnerzeuger Gewinne
▪ Analysis of retail banking segment ▪ Conception of different business models
Kundenaufgaben
Dienstleistungen
with regard to new market services for three types of ATM as a Service
Produkte &
▪ Analysis of current service portfolio and ▪ Analysis and comparison of the main
comparison with market requirements Problemlöser Probleme characteristics and differences
▪ Methodology: Internal interviews, workshops ▪ Methodology: Business Model Canvas,
Value Proposition Canvas Lean Startup
▪ Result: Value Proposition Canvas (Customer jobs, pains and ▪ Result: Three business model variants for ATM as a Service,
gains), finding white spots for new products and services main characteristics and differences
© it‘s OWL Clustermanagement GmbH | 17.10.2017 16Value Proposition Canvas zur Kundenanalyse
Wie können die Ergebnisse/Vorteile die sich Kunden erhoffen:
Kundenprobleme gelöst Erforderliche, erwartete, erwünschte, unerwartete
und Gewinne erzeugt Ergebnisse sollen konkret gemacht werden.
werden?
Gewinne
Kundenaufgaben
Value Contribution
Liste von Dinge, die Kunden
Produkte &
Markt- erledigen wollen:
Dienstleistungen Funktionell, Sozial,
leistungen
Persönlich
Neue Probleme
Lösungsansätze
Alles was den Kunden bekümmert oder ihn
Lösungsansätze, die
von seinen Aufgaben abhält (inkl. Risiken und
von der bislang
Hindernisse).
vorherrschenden
Idee abweichen Probleme sollen konkret gemacht werden.
Nach OSTERWALDER ET AL., 2015
© it‘s OWL Clustermanagement GmbH | 17.10.2017 17Value Proposition Canvas für Privatkundenbanken (V1)
Kundenanalyse
1 Optimized ATM network 1 Comprehensiv e cash supply 7 Minimal costs f or cash
(location, time and quantity ) in suf f icient quantity and at cy cling (Balanced deposits
7 minimal costs and withdrawals)
2 Saf e and secure design of 2 Successf ul customer 8 Transparent processes and 5 Ensuring and
ATMs contact and sales v ia cost structures communicating saf ety and
9 ATM/Self -Serv ice terminal security to the customer
2 Display of f urther 3 Prov iding customer with 10 Customer knows nearest 6 Maintenance of the ATMs
inf ormation and sales of f ers inf ormation that lead to location of ATM
at ATM f urther rev enue streams
6 Optimized (predictiv e) 4 High lev el of awareness and 13 Gains
Rev enue streams f rom 7 Cash supply of ATMs
maintenance
Value v isibility , Status as best
cash prov ider/best network
third-party customers
Most important jobs
8 TransparentContribution
pricing of
products and serv ices 5 No f rauds/raids, customer 14 Full usage of f unctionality 1 24/7 Cash av ailability and 8 Identif ication and calculation
f eels saf e and secure accessibility (In/Out) of outsourcing processes
10 Ov erv iew of the ATM
network and easy nav igation 6 Minimal/no downtimes with
2 Using ATMs as customer 9 ATM protection
Products &
minimal/no maintenance
Customer
touch point (and point of
sale)
(manipulation, v andalism
and demolition)
Services 1 Gainless locations of ATMs 6 Downtimes; high
maintenance costs
3
Job(s)
Prov iding costumer with
inf ormation like account
balance, transactions etc.
10 Guiding costumer to
nearest ATM
1 Poor/insuf f icient supply of 7 High costs f or cash cy cling 4 Brand v isibility and 11 Installation and
the customer (ATM out of marketing with (of f -promise) commissioning of ATMs
2 Second dev ice as customer 1 Sharing capacity with order, not nearby , empty ) ATMs
touch point and point of sale f lexible pricing model
13
2 No attractiv e touchpoint f or 8 Non-transparent cost 12 Remov al and
the customer structures aggrav ate make- decommissioning of ATMs
3 Prov iding inf ormation on 13 White Labeling
second dev ice (smartphone)
3 No or expensiv e prov ision of 10
Pains
or-buy -decisions
Customer does 13 Sharing ATMs/serv ices in
New Solution
4 (Indiv idual) customer inf ormation; customer does not/struggles to f ind ATM consortia
experience at ATM not use the serv ice
5 Approaches 4 Poor v isibility because of 13 Loss of brand identity and
6 Accounting operation time 14 Enable user-f riendly
bad location and missing customer contact operation
instead of maintenance critical mass of total ATMs
(“Pay -per-use”)
7 Autonomous cash cy cle 5 Negativ e reputation because 14 Poor usage of f unctionality
of f rauds; customers do not 15 Shif ting cash-related manual
through customer incentiv es task to self -serv ice terminals
f eel saf e and secure
(“f rom teller to seller”)
© it‘s OWL Clustermanagement GmbH | 17.10.2017 18Value Proposition Canvas für Privatkundenbanken (V2)
Kundenanalyse
1 Optimized ATM network 5 Guaranteed operational
(location, time and quantity ) av ailability and security
1 Comprehensiv e cash supply 1 Rev enue streams f rom
in suf f icient quantity and at third-party customers
2 Marketing measures and 4 Design f or brand v isibility minimal costs
selling of f ers at ATMs
2 Successf ul customer 2 Sell v alue added serv ices
contact and sales v ia (Cross-selling)
3 Implementation of standard ATM/Self -Serv ice terminal
tasks to ATMs
2 Direct rev enues f rom ATMs
Gains
Value 1 24/7 Cash av ailability and
accessibility (In/Out)
2 Hidden rev enue (esp. with 3 Costumer like to use self -
Contribution lev eraging customer data) serv ice terminals and online
banking f or standard tasks
2 Using ATMs as customer 3 Prov iding costumer with
touch point and point of sale inf ormation like account
4 High lev el of awareness and 6 Costumer are satisf ied with
v isibility , Status as best self -serv ice terminals to do balance, transactions etc.
cash prov ider/best network simple manual tasks
Products & Customer
Services
1 ATMs as large Capex but 1 Customer expect
Job(s)
negativ e cash f low complementary or low cost
withdrawals 4 Brand v isibility and 5 Operating ATM f leet incl.
marketing with (of f -promise) Maintenance, cash supply ,
1 Sharing capacity with 2 Second dev ice as customer 1 Unsatisf ied customer 1 Interchange f ee is regulated ATMs saf ety & security
f lexible pricing model touch point and point of sale regarding cash supply (ATM and decreasing
out of order, not nearby etc.)
6 Shif ting cash-related manual
1 White Labeling ATM f or 2 (Indiv idual) customer task to self -serv ice terminals
consortia experience at ATM 2 No attractiv e touchpoint f or
the customer Pains (“f rom teller to seller”)
New Solution 4 Poor v isibility because of
Approaches bad location and missing
critical mass of total ATMs
1 Accounting operation time 2 Easy implementing of 5 High costs f or operating
instead of maintenance serv ice of f erings (financial ATM f leet
(“Pay -per-use”, Opex) and others)
2 New v alue-added serv ice
f rom Diebold Nixdorf
© it‘s OWL Clustermanagement GmbH | 17.10.2017 19Überprüfung der Nutzenversprechen
Ableitung von Handlungsfeldern
Gains
Gains Gains Gains
Customer
Customer Customer Customer
Job(s)
Job(s) Job(s) Job(s)
Pains
Pains Pains Pains
Customer Jobs Gains and Pains Value Contribution and New Solution Approaches Products & Services
1 Comprehensive cash supply in 1 Optimized ATM netw ork (location, Fleet Suplementary Services
sufficient quantity and at minimal time and quantity) Service Management and
costs Governance
1 Sharing capacity w ith flexible
1 Revenue streams from third-party Transition and Transformation
pricing model Services
customers
1 Accounting operation time instead Deployment and Implementation
1 ATMs as large Capex but negative Services
1 24/7 Cash availability and of maintenance (“Pay-per-use”,
cash flow Availability Services
Opex)
accessibility (In/Out) Asset Financing Services
1 Unsatisfied customer regarding
1 White Labeling in consortia / for IT Infrastructure Services
cash supply (ATM out of order, not IT Application Services
nearby etc.) individual customer contact
eJournal Retrieval Service
1 Interchange fee is regulated and Dispute Management
decreasing Data Analytics
1 Customer expect complementary or Softw are as a Service
Connected Payment Services
low cost withdrawals
2 Hidden revenue (esp. w ith 2 Marketing measures and selling
leveraging customer data) offers at ATMs Self-Service Marketing
Screen Content Management
2 Sell value added services 2 Second device as customer touch Targeted Campaign Management
(Cross-selling) point and point of sale Interactive Campaign Management
2 Using ATMs as customer touch 2 Successful customer contact and 2 (Individual) customer experience at
point and point of sale sales via ATM/Self-Service ATM
terminal
2 Easy implementing of service
2 Direct revenues from ATMs
offerings (financial and others)
2 No attractive touchpoint for the 2 New value-added service from
customer Diebold Nixdorf
© it‘s OWL Clustermanagement GmbH | 17.10.2017 20Überprüfung der Nutzenversprechen
Ableitung von Handlungsfeldern
Gains
Gains Gains Gains
Customer
Customer Customer Customer
Job(s)
Job(s) Job(s) Job(s)
Pains
Pains Pains Pains
Customer Jobs Gains and Pains Value Contribution and New Solution Approaches Products & Services
1 Comprehensive cash supply in 1 Optimized ATM netw ork (location, Fleet Suplementary Services
sufficient quantity and at minimal time and quantity) Service Management and
costs Governance
1 Sharing capacity w ith flexible
1 Revenue streams from third-party Transition and Transformation
pricing model Services
customers
1 Accounting operation time instead Deployment and Implementation
1 ATMs as large Capex but negative Services
1 24/7 Cash availability and of maintenance (“Pay-per-use”,
cash flow Availability Services
Opex)
accessibility (In/Out) Asset Financing Services
1 Unsatisfied customer regarding
1 White Labeling in consortia / for IT Infrastructure Services
cash supply (ATM out of order, not IT Application Services
nearby etc.) individual customer contact
eJournal Retrieval Service
1 Interchange fee is regulated and Dispute Management
decreasing Data Analytics
1 Customer expect complementary or Softw are as a Service
Connected Payment Services
low cost withdrawals
2 Hidden revenue (esp. w ith 2 Marketing measures and selling
leveraging customer data) offers at ATMs Self-Service Marketing
Screen Content Management
2 Sell value added services 2 Second device as customer touch Targeted Campaign Management
(Cross-selling) point and point of sale Interactive Campaign Management
2 Using ATMs as customer touch 2 Successful customer contact and 2 (Individual) customer experience at
point and point of sale sales via ATM/Self-Service ATM
terminal
2 Easy implementing of service
2 Direct revenues from ATMs
offerings (financial and others)
2 No attractive touchpoint for the 2 New value-added service from
customer Diebold Nixdorf
© it‘s OWL Clustermanagement GmbH | 17.10.2017 21Arbeitsprogramm
AP 1 Trend Analysis ATM / Retail Banking AP 4 Concepts for new Products and Services
▪ Overview of current studies regarding trends and ▪ Finding new products and services based
customer demands in retail banking on the results of the Value Propositions Canvas
▪ Trend analysis for ATMs regarding chances and risks ▪ Discovering ideas for value-added services
▪ Structuring ATM market with considering the capabilities of an ATM
Porters Five Forces ▪ Find new ways for additional revenue streams
▪ Methodology: Trend analysis, competitive analysis ▪ Methodology: Service-Blueprint, CONSENS
▪ Result: Trends and their chances and risks for Diebold Nixdorf, ▪ Result: Concept for new products and services
competitive arena of the ATM market and their requirements to the system
AP 2 Potentials for Diebold Nixdorf AP 3 Business Model Concept
Gewinnerzeuger Gewinne
▪ Analysis of retail banking segment ▪ Conception of different business models
Kundenaufgaben
Dienstleistungen
with regard to new market services for three types of ATM as a Service
Produkte &
▪ Analysis of current service portfolio and ▪ Analysis and comparison of the main
comparison with market requirements Problemlöser Probleme characteristics and differences
▪ Methodology: Internal interviews, workshops ▪ Methodology: Business Model Canvas,
Value Proposition Canvas Lean Startup
▪ Result: Value Proposition Canvas (Customer jobs, pains and ▪ Result: Three business model variants for ATM as a Service,
gains), finding white spots for new products and services main characteristics and differences
© it‘s OWL Clustermanagement GmbH | 17.10.2017 22Business Model Concept
Explaining the Business Model Canvas
Supply Model Customer Model Value Model Finance Model
Customer Segments Sales Channels Key Activities Cost Structure
Describes the most important tasks to
Describes which customers are realize the value proposition
focused with the business model
Describes the channel on which the Contains the most important cost
company contacts the customer and Key Ressources drivers relating to the development
provides the market service and running business
Value Proposition Describes the Financial assets to
realize the value proposition
Describes the value of
the market service Customer Relationships Value Structure Revenue Streams
Describes the position of the company
within the supply chain
Market Service
Describes the way and desired level Describes how the company
of intensity of the relation to the Key Partners transforms value proposition into
customer revenue
Translates the business concept into
market service Describes the partners to realize the
value proposition
© it‘s OWL Clustermanagement GmbH | 17.10.2017 23Angebotsmodell
Vergleich der drei verschiedenen Geschäftsmodellkonzepte
ATM as a Service ATM as a shared Service Cash as Service
Customer Segments
▪ Retail banks with own ATM fleet ▪ Retail banks with own ATM fleet ▪ Retail banks with own ATM fleet
and focus on reducing capex and focus reducing capex and and focus reducing costs
Describes which customers are costs ▪ Direct banks
focused with the business model ▪ Consortia of retail banks ▪ Retailers who want to supply their
customers with cash
Value Proposition
▪ Reduces complexity and increases ▪ Reduces complexity and increases ▪ Reduces complexity and increases
transparency transparency transparency
Describes the value of ▪ Switch from capital expenditure to ▪ Switch from capital expenditure to ▪ Switch from capital expenditure to
the market service operational expenditure operational expenditure operational expenditure
▪ Saving costs for ATM fleet ▪ Saving costs for ATM fleet
Market Service
Complete fleet management for one Complete fleet management for many Independent ATM fleet open for every
retail bank retail banks who use the same fleet retail bank
Translates the business concept into (open or closed consortia)
market service
© it‘s OWL Clustermanagement GmbH | 17.10.2017 24Finanzmodell
Vergleich der drei verschiedenen Geschäftsmodellkonzepte
ATM as a Service ATM as a shared Service Cash as Service
Cost Structure
▪ Capital expenditure for hardware ▪ Capital expenditure for hardware ▪ Capital expenditure for hardware
▪ Operational costs for Software and ▪ Operational costs for Software and ▪ Operational costs for Software and
Hardware Hardware Hardware
Contains the most important cost ▪ Optional: Costs for cash handling ▪ Costs for cash handling services ▪ Costs for cash handling services
drivers relating to the development services and cash in transit and cash in transit management and cash in transit management
and running business management ▪ Costs for cash funding
Revenue Streams
Options: Options: ▪ Pay per Transaction
▪ Monthly subscription fee ▪ Monthly subscription fee ▪ Value-added Services
(+On-off Payment for hardware) ▪ Pay per Transaction ▪ Hidden revenues by leveraging
Describes how the company ▪ Pay per Transaction (more worthwhile because of more customer data
transforms value proposition into ▪ Share for value-added services transaction per ATM unit)
revenue ▪ Share from hidden revenues by ▪ Share for value-added services
leveraging customer data ▪ Share from hidden revenues by
leveraging customer data
© it‘s OWL Clustermanagement GmbH | 17.10.2017 25Arbeitsprogramm
AP 1 Trend Analysis ATM / Retail Banking AP 4 Concepts for new Products and Services
▪ Overview of current studies regarding trends and ▪ Finding new products and services based
customer demands in retail banking on the results of the Value Propositions Canvas
▪ Trend analysis for ATMs regarding chances and risks ▪ Discovering ideas for value-added services
▪ Structuring ATM market with considering the capabilities of an ATM
Porters Five Forces ▪ Find new ways for additional revenue streams
▪ Methodology: Trend analysis, competitive analysis ▪ Methodology: Service-Blueprint, CONSENS
▪ Result: Trends and their chances and risks for Diebold Nixdorf, ▪ Result: Concept for new products and services
competitive arena of the ATM market and their requirements to the system
AP 2 Potentials for Diebold Nixdorf AP 3 Business Model Concept
Gewinnerzeuger Gewinne
▪ Analysis of retail banking segment ▪ Conception of different business models
Kundenaufgaben
Dienstleistungen
with regard to new market services for three types of ATM as a Service
Produkte &
▪ Analysis of current service portfolio and ▪ Analysis and comparison of the main
comparison with market requirements Problemlöser Probleme characteristics and differences
▪ Methodology: Internal interviews, workshops ▪ Methodology: Business Model Canvas,
Value Proposition Canvas Lean Startup
▪ Result: Value Proposition Canvas (Customer jobs, pains and ▪ Result: Three business model variants for ATM as a Service,
gains), finding white spots for new products and services main characteristics and differences
© it‘s OWL Clustermanagement GmbH | 17.10.2017 26Ideen für neue Services am Geldautomaten
Beispiel: Gutscheine auf Basis des Verwendungszwecks
der Abhebung
Idea 1: Voucher based on purpose of withdrawal Nächster Schritt:
▪ Auswahl der am
Description of the initial situation: Customer can chose their
purpose of their withdrawal at ATM for their personal accounting. If
vielversprechendsten Ideen
they do so they can receive a suitable voucher for e.g. discounts at ▪ Detailliertere Prozessdarstellung
a retail store or restaurant. als Konzept zur Umsetzung
(Service Blueprint)
Description of the requested behavior: Based in the information
given by the customer the system chose a suitable voucher which
can be printed out or send to a smart device.
New requirements:
▪ Cooperation with retail stores, restaurant or providers of
vouchers
▪ Software function for entering the purpose of the withdrawal
© it‘s OWL Clustermanagement GmbH | 17.10.2017 27Agenda
Einführung
Zielsetzung
Ergebnisse
Resümee und Ausblick
© it‘s OWL Clustermanagement GmbH | 17.10.2017 28Resümee und Ausblick
Resümee
▪ Strukturierung des Themas als Voraussetzung für
eine erfolgreiche Umsetzung neuer
Geschäftsmodelle
▪ Trends gegenläufig zu den aktuellen Fähigkeiten
von Geldautomaten
▪ Finanzierung der Hardware und des Betriebs nur mit
neuen Serviceangeboten möglich
Ausblick
▪ Weiterführung des it‘s OWL Transferprojekts in
einer internen Initiative (ATM 2020)
▪ Herausforderung: Profitable neue Serviceangebote
zur Querfinanzierung der XaaS Modelle
▪ Ergebnisse der Methodenvalidierung fließen in eine
Dissertation am Fraunhofer IEM
© it‘s OWL Clustermanagement GmbH | 17.10.2017 29Vielen Dank für Ihre Aufmerksamkeit!
Diebold Nixdorf AG
Bart Milissen
Head of Banking Solutions - Global Managed Services
Tel.: +32 474 573 885
bart.milissen@dieboldnixdorf.com
www.dieboldnixdorf.com/
Fraunhofer-Institut für Entwurfstechnik Mechatronik IEM
Martin Rabe
Produkt- und Produktionsmanagement
Zukunftsmeile 1, 33102 Paderborn, Germany
Tel.: +49 5251 5456-112
martin.rabe@iem.fraunhofer.de
www.iem.fraunhofer.de/
© it‘s OWL Clustermanagement GmbH | 17.10.2017 30Vielen Dank für Ihre Aufmerksamkeit!
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