HUB Tool

Hydrogen Utilisation Business (HUB) Tool

The tool offers instruments and guidelines for elaborating the business models assuming the utilization of hydrogen (e.g. as a fuel or raw material). It consists of two elements: The ecosystem mapping tool and Hydrogen Utilisation Business Model.

The first instrument – The Ecosystem Mapping Tool is designed to help with the identification of the relevant stakeholders, stakeholder value analysis, and eventually mapping of the business ecosystem. The tool includes the guidelines for information collection and analysis and the templates for the creation of the ecosystem map.

The second instrument – Hydrogen Utilisation Business Model provides a generic template outlining the specific elements of the traditional business model which require adjustment in order to introduce novel hydrogen-based solutions. 

The use of the tool: the instruments can be used as standalone tools facilitating relevant stages of ecosystem analysis and business model development. However, we recommend using them together. 

First, to perform identification and analysis of the stakeholders, draw value streams and visualize the business ecosystem with the use of an ecosystem mapping tool. The derived ecosystem can be further analyzed and discussed with the team and important stakeholders in order to verify the developed structure and value streams as well as to scan for additional business opportunities (e.g. by-product utilization or complementary services provision).

Second, using the results of the prior stage design the hydrogen utilization business model using modified Osterwalder’s canvas. The proposed canvas places specific emphasis on factors (e.g. partners, activities, etc) required for successful hydrogen utilization and on new opportunities (e.g. customers, revenue streams) that which new value proposition may bring. The project case studies provide valuable references and examples of hydrogen utilization business models.

The financial viability of the proposed business model can be further evaluated with the use of TEA tool instruments, particularly with the cashflow analytic tool. Based on financial analysis results the initial conceptual business model (and if necessary, the whole ecosystem) can be revised. The design process, therefore, is iterative and assumes multiple rounds of business model evaluation and subsequent adjustments. Alternatively, depending on the solution nature, several concurrent business models can be designed and evaluated simultaneously thus providing alternative scenarios from the perspective of business development.