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    Business Model Business Model Presentation Transcript

    • how to systematically build!BUSINESS MODELS BEYOND PROFIT Alex Osterwalder, PhD! www.businessmodelgeneration.com Twitter: business_design
    • this was a three hour lecture given at Jacobs University, Bremen, in the context of impACT3 - a pan-European student competition for social entrepreneurship www.act-for-impact.netsponsored by
    • the world used to be divided into …
    • giving…
    • …and taking
    • “ Iʼve found that investors typically have two pockets,one for donations and one for ” maximizing profits Matt Scott, co-founder COSMOS Ignite
    • social impact− + potential old school not-for-profit
    • profit potential + social impact− + potential old school not-for-profit −
    • profit potential + old school corporation social impact− + potential old school not-for-profit −
    • profit potential + old school corporation x social impact− + potential old school not-for-profit −
    • “ Business must be for profit but profit must also be for purpose ” Mads Kjaer co-founder MYC4
    • profit potential + new school of old school conscientious corporations entrepreneurs social impact− + potential old school not- for-profits −
    • interesting?
    • interesting?YES?
    • so
    • we need new tools to come-up withbusiness models beyond profit
    • my mission today is to help you…
    • … systematicallylook at business models
    • … and learn how todevelop business models
    • what do business models have to do with social & environmental impact?
    • it’s key if you want tocome up with innovativeways to “do good” AND “do well”
    • outline
    • outlineapproach
    • outlineapproach patterns
    • outlineapproach patterns attitude
    • outlineapproach patterns attitude process
    • A approach
    • does…
    • … have a business model?
    • … have a business model?
    • … have a business model?
    • … have a business model?
    • … have a business model?
    • … have a business model?
    • buzz
group

    • discuss with your neighborwhat a business model is and write down your definition
    • which elements did youmention when you defined abusiness model? ?
    • “ there is a lack of definition ”
    • “ few companies understand their existing business model well enough ”
    • so we came up with a way to masterbusiness models through…
    • theBUSINESS MODEL CANVAS
    • Def_Business Modela business model describesthe rationale of how anorganization creates, delivers,and captures value
    • 9BUILDINGBLOCKS
    • the 9 building blocks of a business model images by JAM
    • CUSTOMER SEGMENTS images by JAM
    • VALUE PROPOSITIONS images by JAM
    • CHANNELS images by JAM
    • CUSTOMER RELATIONSHIOPS images by JAM
    • REVENUE STREAMS images by JAM
    • KEY RESOURCES images by JAM
    • KEY ACTIVITIES images by JAM
    • KEY PARTNERS images by JAM
    • COST STRUCTURE images by JAM
    • key value customer activities proposition relationships key customerpartners segments cost revenuestructure key distribution streams resources channels images by JAM
    • key value customer activities proposition relationships key customerpartners segments cost revenuestructure key distribution streams resources channels images by JAM
    • images by JAM
    • OVERLAYPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS images by JAM
    • OVERLAYPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS images by JAM
    • THE BUSINESS MODEL CANVASPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
    • THE BUSINESS MODEL CANVASPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS building block! building building building block! block! block!building block! KEY DISTRIBUTION RESOURCES CHANNELS building block! building block! building block! COST STRUCTURE REVENUE STREAMS building building building block! block! block!
    • example

    • ʻs business modelPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
    • ʻs business modelPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS wealthy lend to poor westerners! ! entrepreneurs KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! COST STRUCTURE REVENUE STREAMS
    • ʻs business modelPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS wealthy lend to poor westerners! ! entrepreneurs KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! poor local entrepreneu rs! microfinance institutions! COST STRUCTURE REVENUE STREAMS
    • ʻs business modelPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS wealthy lend to poor westerners! ! entrepreneurs KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! poor local entrepreneu rs! microfinance institutions! COST STRUCTURE REVENUE STREAMS optional donations on top of loan!
    • ʻs business modelPARTNER KEY OFFER CUSTOMER CUSTOMER ACTIVITIESeningMFNETWORK sc re s! RELATIONSHIPS SEGMENTS risk insti tution management! wealthy managing lend to poor westerners! ! platform! entrepreneurs KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! Kiva.org poor local entrepreneu Platform ! rs! microfinance institutions! COST STRUCTURE REVENUE STREAMS optional donations on top of loan!
    • ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER ACTIVITIESeningMF NETWORK sc re s! RELATIONSHIPS SEGMENTS risk insti tution management! wealthy managing lend to poor westerners! ! platform! entrepreneurs Paypal! KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! local Kiva.org poormicrofinance local entrepreneu Platform ! rs!institutions! microfinance institutions! COST STRUCTURE REVENUE STREAMS optional donations on top of loan!
    • ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER ACTIVITIESening MF NETWORK re sc s! RELATIONSHIPS SEGMENTS risk insti tution management! wealthy managing lend to poor westerners! ! platform! entrepreneurs Paypal! KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! local Kiva.org poormicrofinance local entrepreneu Platform ! rs!institutions! microfinance institutions! COST STRUCTURE REVENUE STREAMS platf optional risk orm screening! donations on !management! top of loan!
    • the Canvas is a handy tool
    • break‐out
session

    • map out the renowned businessmodel of…
    • ʻs business modelPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
    • a rough sketch of Grameen Bank…
    • ʻs business modelPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS personal! KEY micro-loans! DISTRIBUTION RESOURCES CHANNELS poor entrepreneurs! branches! COST STRUCTURE REVENUE STREAMS
    • ʻs business modelPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS personal! KEY micro-loans! DISTRIBUTION RESOURCES CHANNELS poor entrepreneurs! branches! COST STRUCTURE REVENUE STREAMS interest rates!
    • ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS risk management! lending & personal! collecting payments! KEY micro-loans! DISTRIBUTIONgovernment! RESOURCES CHANNELS poor entrepreneurs! branches! brand/ trust! branches! capital! COST STRUCTURE REVENUE STREAMS interest rates!
    • ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS risk management! lending & personal! collecting payments! KEY micro-loans! DISTRIBUTIONgovernment! RESOURCES CHANNELS poor entrepreneurs! branches! brand/ trust! branches! capital! COST STRUCTURE REVENUE STREAMS capital interest costs! rates! people!
    • B patterns
    • “ pattern in architecture is theidea of capturing architectural design ideas as archetypical ” and reusable descriptions Christopher Alexandert, Architect
    • buzz
group

    • how does a donor-funded business modellook like? ?
    • 3rd party-funded business modelsPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS proposal proposal! writing! donor! KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS donations!
    • 3rd party-funded business modelsPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS proposal proposal! writing! donor! KEY DISTRIBUTION RESOURCES CHANNELS reputation! mission! recipient! COST STRUCTURE REVENUE STREAMS donations!
    • 3rd party-funded business modelsPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS to ency tend s on focu oney m do nor ( e)! proposal c writing! proposal! sour donor! KEY DISTRIBUTION RESOURCES CHANNELS t no direc ” ck reputation! edba iary! “$fe nefic e mission! fr om b recipient! COST STRUCTURE REVENUE STREAMS donations!
    • “ The dependence of nonprofits on begging – oops, I meanfundraising – limits the sectorʼs self-respect, independence, ” vision, and impact Michael Shuman, author of “Going Local”
    • example

    • Iqbal Quadir dreamhad a
    • customer-funded business modelPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS mobile connectivity! KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
    • customer-funded business modelPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS network mobile management! connectivity! KEY DISTRIBUTION RESOURCES CHANNELSTelenor! license! network! COST STRUCTURE REVENUE STREAMS network management!
    • customer-funded business modelPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS network mobile management! connectivity! KEY DISTRIBUTION villagers! RESOURCES CHANNELS videTelenor! license! how do you pro to c onnectivity n they network! vill agers whe y COST STRUCTURE poor to bu are too REVENUE STREAMS a phone?! network management!
    • customer-funded business modelPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS n by providing a loan inte rmediary a e and to b uy a phon network s! mobile c all serviceGrameen management! connectivity! resell Bank! KEY DISTRIBUTION villagers! RESOURCES CHANNELS phone ladies!Telenor! license! network! COST STRUCTURE REVENUE STREAMS network management!
    • customer-funded business modelPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS network mobileGrameen management! connectivity! Bank! KEY DISTRIBUTION villagers! RESOURCES CHANNELS phone income ladies! opportunity!Telenor! license! phone ladies! network! Grameen branches! COST STRUCTURE REVENUE STREAMS network management!
    • customer-funded business modelPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS network mobileGrameen management! connectivity! Bank! KEY DISTRIBUTION villagers! RESOURCES CHANNELS phone income ladies! opportunity!Telenor! license! phone ladies! network! Grameen branches! COST STRUCTURE REVENUE STREAMS communication network revenues! management!
    • RESULTS
    • Rashmi, 24Bangladeshivillage phone lady2-3 $ daily income
    • there are about 250ʼ000women retailing telephoneservices in 60ʼ000 villagesgiving access to about 100million people
    • the 250ʼ000 telephones areproducing revenues at anannual rate of well over $100million for GrameenPhone
    • each entrepreneur makesabout $2 in profits per dayor about $700 per year
    • design from the customer perspectivePARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
    • blended value / triple bottom line social and environmental cost
    • blended value / triple bottom line social and environmental cost social and environmental benefit
    • C attitude
    • “ If you freeze to an idea too quickly, you fall in love with it. If you refine it too quickly, you become attached to it and it becomes very hard to keep exploring, to keep looking for better. ” Jim Glymph, Gehry Partners
    • business model prototypingnapkin sketch
    • business model prototypingnapkin sketch Canvas
    • business model prototypingnapkin sketch Canvas business case
    • business model prototypingnapkin sketch Canvas business case field test
    • key is: findingthe appropriatebusiness model
    • so you need to generate options first!
    • buzz
group

    • a silly exercise
    • the silly cowexercise!
    • Muuuuhhhh
    • sketch out3 business models..
    • …in which I,the cow, playthe main act!
    • letʼs look at some examples…
    • cows-for-advertising
    • rent-a-cow-for-the-weekend
    • got it?
    • you got 2 minutes!
    • you got 2 minutes! GO!
    • example

    • ʻs business modelPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
    • D process
    • five phases of business model design mobilize set the stage
    • five phases of business model design mobilize understand set the stage immersion
    • five phases of business model design mobilize understand design set the stage immersion inquiry
    • five phases of business model design mobilize understand design implement set the stage immersion inquiry execution
    • five phases of business model design mobilize understand design implement manage set the stage immersion inquiry execution evolution
    • financial spreadsheets environment analysisimplementation roadmap SWOT and uncertainty analysis 141
    • www.businessmodelgeneration.com
    • THANK YOU!! www.businessmodelgeneration.com www.alexosterwalder.com (upcoming)www.businessmodelalchemist.com (upcoming new blog) Twitter: business_design