I’m afraid my focus is still in the commercial area and I argue from an organisational point of view in this post. Bear with me, please.
I’m still chewing on how to model a prepaid service (say a prepaid mobile phone service) adequately in the Enterprise Canvas.
Well, my first attempt failed spectacularly–see Tom’s post for that. In his response, Tom suggested a fractal model of the overall service, but I’m afraid I’m missing a few hints before I can see how this works on a very concrete level. While I was content with the notion of fractal services, I turned to Mapping the Enterprise (Graves, 2010, p. 55) for further insight:
Customer-Relations (customer-side/future): build and maintain relationships with potential and/or actual ‘customer’ service-consumer entities, mainly about what may or should happen in the future, and to communicate the Value-Proposition in relation to the enterprise vision.
Value-Return (customer-side/past): receive balance or compensation from ‘customer’ entities (e.g. payment for goods)
In the context of a prepaid service, “what may or should happen in the future” might just be the operative phrase here. A customer’s prepayment of a service (i.e. the creation of a balance/credit on the customer account) can, I think, be understood as a statement as to what should happen in the future (“I am entitled to 100 mins of national phone calls from your mobile network by this prepayment.”). In fact, that’s the way financial accounting looks at this scenario and forces the service provider to create financial provisions for the service obligation. Thus I think it might be possible to look at the prepayment-transaction as part of the Customer-Relations cell.
Value-Creation is then all about fulfilling the service obligation (the service promise) and enabling the customer to make those 100 mins of phone calls.
As a consequence, Value-Return (from a financial perspective) occurs when the service provider dissolves these provisions (and recognises revenue) after the customer made her calls–minute by minute if the customer so chooses. Of course, there’s much more to value creation and value returns than the monetary/financial perspective.
Interestingly, the monetary & financial aspects of value return are now aligned with these important relationship-oriented aspects of value return. And value return does indeed happen after the value creation activity of enabling the customer’s phone calls.
Tom, what do you think?
Graves, T. (2010) Mapping the enterprise: modelling the enterprise as services with the enterprise canvas. Tetradian Books.