5. BusinessModelGeneration.com/toolbox iPad stencil, actual scale, template by hortis, le studio. Feb. 2010. http://hortis.lestudio.chdate: project: screen:author:
6. this workshop day combines two global bestsellers +BusinessModelGeneration.com SteveBlank.com/books.html
7. Swiss Time Machine
9. [sources: Henry Chesbrough, photo: life.com]
10. revenue growth of 41%compounded for the next 20 years [sources: Henry Chesbrough, photo: xerox.com]
11. Swiss Time Machine
14. 1,000,000 new book titles were published in the U.S. in ʼ10
15. 11,000 new business books appear every year
16. 12% decline of sales in majorbookstore chains (ʻ07-ʼ09)
17. ?so what did we do?
18. we changed the product...
19. ? would a big publishinghouse have taken us on with this book?
21. we changed the business model...
22. “ you canʼt write about business model innovation without an innovative business model ”
29. # in the top 10 of softcover business books in the US
30. # 170ʼ000+ English #bmgen copies in print (June 2011)
31. # 18 #bmgen translations upcoming in 2011
32. more importantly...
33. business modelsenable (new) products and technologies and help solve (entirely new) customer problems
34. the 100Million dollar question
35. how do you search for the right business model?
36. 1 understanding business models2 prototyping alternatives of “what could be”3 evaluating your business model design4 testing business models with customer development
37. but hey,1 what is a business model anyways?
38. ?whatʼs abusiness model?
39. ? ?
40. BusinessModel Canvas
41. to describe, challenge,design, and inventbusiness models moresystematically
42. 9 building blocks
43. CUSTOMER SEGMENTS images by JAM
44. VALUE PROPOSITIONS images by JAM
45. CHANNELS images by JAM
46. CUSTOMER RELATIONSHIPS images by JAM
47. REVENUE STREAMS images by JAM
48. KEY RESOURCES images by JAM
49. KEY ACTIVITIES images by JAM
50. KEY PARTNERS images by JAM
51. COST STRUCTURE images by JAM
52. key value customer activities proposition relationships key customerpartners segments cost revenuestructure key streams resources channels images by JAM
53. The Business Model Canvas key activities value proposition customer relationships KEY KEY OFFER CUSTOMER CUSTOMER PARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS building building key block block customerpartners segments building building building block building block block block KEY CHANNELS RESOURCES building block building block building block cost COST STRUCTURE REVENUE STREAMS revenue buildistructure building key ng building streams block resources block channelsck blo images by JAM
56. how much less or more do the Swiss pay per gram of coffee consumed at homecompared to a decade ago?
57. 600% to800%more
58. Nespresso changed thebusiness model for espresso
60. own recyclingcontainers
61. one of the fastest-growing businesses in the Nestlé group
62. average growth of30% p.a. since 2000
63. global sales of3.8+ billion USD
64. Nespresso’s business Model KEY KEY Value CUSTOMER CUSTOMER PARTNERS ACTIVITIES Proposition RELATIONSHIPS SEGMENTS B2C marketing tion distribu Nespre sso households Club (espresso fans) *** Nespresso ine pod productioncoffee mach machines rs manufacture businesses KEY etail CHANNELS **** r RESOURCES Nespresso ts coffee outle mail pods growers distribu order tion e coffe channel s m Nespresso.co pod produ call ts paten ctio n center Nespresso facilities stores COST STRUCTURE REVENUE STREAMS B2C distrib sales of Nespress resso o production ution sales of Nesp marketing machines pods
65. but Nespresso almost failed in1987 due to a nonperforming business model
66. Nespresso’s 1987 Model KEY KEY Value CUSTOMER CUSTOMER PARTNERS ACTIVITIES Proposition RELATIONSHIPS SEGMENTS machine offices Nespressomanufacturer KEY system CHANNELS RESOURCES joint venture with machine manufacturer COST STRUCTURE REVENUE STREAMS
67. now Nestlé is building aportfolio of business models in their coffee business
69. prototype2 alternatives and ask yourself what could be
70. ? letʼs take some time towork on a really, really big issue in the world?
71. access to propersanitation
72. 2.6 billionpeople lack access
73. 4 out of 10 people in the world lackeven the most simple latrine to perform their needs
74. * single-use toilet bag* self-sanitizing* biodegradable* turns into fertilizer* (mainly) targeted at poor people* low production cost* people already pay for sanitation
75. The Business Model Canvas KEY KEY OFFER CUSTOMER CUSTOMERPARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS KEY CHANNELS RESOURCES COST STRUCTURE REVENUE STREAMS
77. come up with as many businessmodel ideas as possible for thePeepoo bag (not full Canvases)
78. * single-use toilet bag* self-sanitizing* biodegradable* turns into fertilizer* (mainly) targeted at poor people* low production cost* people already pay for sanitation
79. make rough prototypes of thedifferent alternativesto analyze, evaluate and compare them
80. F rankGe hry [source: Sony Pictures]
81. [source: Sony Pictures]
82. [source: Sony Pictures]
83. [source: Wikimedia Commons]
84. ?what does that have to dowith business models and my organization?
85. no architect wouldbuild something that resembles his ﬁrst sketch
86. ?what does thatmean for us?
88. business model prototypingnapkin sketch Canvas business case ﬁeld test
89. “ prototyping is the conversation you have with your ideas ” Tom Wujec
90. evaluate3 your business model design
91. building block building buildin block g blo ckbuilding block building block build ing block building building block block build ing block building buil di block blo ng ck buildin g block
92. SWITCHING COSTSHow easy or diﬃcult is it for customers to switch to another company?
93. with this amazing device you can have thousand songs in a pocket
94. ...and you’r screwing us because it has just become more diﬃcult to switch devices
95. RECURRING REVENUESIs every sales a new eﬀort or will it result in follow-‐up revenues and purchases? How evenly distributed are your revenues through the year?
96. EARN BEFORE YOU PAYAre you earning money before you are spending it?
97. GAME CHANGING COST STRUCTUREIs your cost structure substanSally diﬀerent and beTer than those of compeStors?
98. phone calls will be totally free in the future
99. GETTING OTHERS TO DO THE WORKHow much does your business model get customers or third parSes to create value for you?
100. go ahead and share on your facebook page...
101. ...that will make my plaWorm more valuable...
102. ...and raise my plaWorm’s value(aSon)...
103. SCALABILITYHow rapidly and how easily can you grow your business model without hi[ng roadblocks (e.g. infrastructure, customer support, etc.)?
104. VIRALITY/NETWORK EFFECTHow viral is your business model? How substanSal are the beneﬁts to share with others?
105. PROTECTION FROM COMPETITIONHow much is your business model protecSng you from compeSSon?
106. a product/technology focus is just not enough anymore
109. The Business Model Canvas KEY KEY OFFER CUSTOMER CUSTOMERPARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS KEY CHANNELS RESOURCES COST STRUCTURE REVENUE STREAMS
110. testing4 business models with customer development
111. a business model might lookgreat on paper... building block building buildin block g blo ck building block building block build ing block building building block block build block ing .. but after all it is only a... building buil di block blo ng ck buildin g block
112. ... a set of hypotheses guess guess guess guess guessguess guess guess guess guess g uess guess