Business Models
Serdar Temiz,
temiz@kth.se
ME2603 Entrepreneurship 6.0 credits
Serdar Temiz temiz@kth.se 2013
About me
• Master in ICT Entrepreneurship
• SSES Alumni
• Previously Software Developer/ Project
Manager
• PhD Candidate a...
In reallity...
• Life long learner and a do-er
Serdar Temiz temiz@kth.se 2013
This presentation
• Not about a specific business idea
• About business processes
• About business model innovation
• It i...
Why should I listen to you?
• Do not listen me!
IT IS YOUR RESPONSIBILITY TO
QUESTION ALL ASSUMPTIONS. MINE,
YOURS, EXPERT...
Recap: What is Entepreneurship?
The process of coordinating resources to
exploit or take advantage of opportunities
that e...
Where Entepreneur Jumps in?
product /
service
need/
expectation
Serdar Temiz temiz@kth.se 2013
Some Questions
• Who is your customer?
• What is Innovation
• Why it matters
Serdar Temiz temiz@kth.se 2013
Invention vs Innovation
Business Plan vs Business Model
Serdar Temiz temiz@kth.se 2013
There are many inventions, but far fewer
innovations.
An invention is a novel idea
Innovation is the commercialization of ...
FORTUNE 500
• “Two thirds of the original 1955 list was gone
within three decades” William Shanklin*
• The rate at which l...
Turnover Rate in Fortuna 500
• Dane Stangler and Sam Arbesman WHAT DOES FORTUNE 500 TURNOVER MEAN
Serdar Temiz temiz@kth.s...
Types of Innovation
1. Technology innovation
2. Process innovation
3. Product & service innovation
4. Business Model innov...
Process innovation
• Implementation of a new or significantly improved
production or delivery method
• Ford Car Production...
Technology innovation
• 3D printing
• Touch screen
• You name it.
Serdar Temiz temiz@kth.se 2013
Product & service innovation
• Customer Support & Communication via FB–
airbaltic
• Facebook itself
Serdar Temiz temiz@kth...
Business Model Innovation
• Why is it important?
Serdar Temiz temiz@kth.se 2013
Why business models matter?
Joan Magretta
• Who is the customer and what does the customer
value?
• How do we make money f...
Business Model Warfare
Langdon Morris
• Business mortality is high
• Technology innovation by itself has rarely
been suffi...
Operating Margin Growth in Excess of
Competitive Peers
[Source: IBM, CEOs are expanding the innovation horizon: important ...
Benefits Cited by Business Model Innovators
% of responders
Source: IBM, Global CEDO Study 2006
Serdar Temiz temiz@kth.se ...
How Business Models Emerge
(1 of 3)
– The value chain is the string of activities that moves a
product from the raw materi...
How Business Models Emerge
(2 of 3)
The Value Chain (again)
"Competitive Advan tage: Creating andSustaining superior Perfo...
How Business Models Emerge
(3 of 3)
• The Value Chain (continued)
– Entrepreneurs look at the value chain of a product or ...
Business Models Generation
Alexander Osterwalder
• “A business model describes the rationale of
how anorganization creates...
A business Model is..
• The business model is a strategic plan to be
implemented through organizational
structures, proces...
Simple Business Model
Value
Proposition
Revenue
Model
Production
Model
Delivery
Model
Serdar Temiz temiz@kth.se 2013
Simple Business ModelValueProposition
10 RevenueModel
10
ProductionModel
10
DeliveryModel
10
Serdar Temiz temiz@kth.se 2013
Forces affecting the business model
• Customer needs
• Competition
• Technological change
• Social change
• Legal environm...
Pivoting
• Changing important part of business model
• - can be simple: chancing pricing
• -can be complex: target custome...
Basic Business Model Map
Product/Service
Ecosytem
Customer
EcoSystem
Finance
Value
Serdar Temiz temiz@kth.se 2013
• Who is customer
• How do you reach customer
• What is your value proposition /USP
• How to you communicate customer
• Wh...
There are different type of Business Model Maps
Serdar Temiz temiz@kth.se 2013
• Henry Chesbrough & Richard Rosenbloom
Serdar Temiz temiz@kth.se 2013
intacam's Business Model MapperTM
Serdar Temiz temiz@kth.se 2013
Serdar Temiz temiz@kth.se 2013
Mark JohnsonSerdar Temiz temiz@kth.se 2013
Business Model Canvas
Serdar Temiz temiz@kth.se 2013
The 9 building blocks for Business Model Canvas
1. Customer Segments
2. Value proposition
3. Channels
4. Customer Relation...
1. Customer Segment
• For whom are we creating value?
• Who are our most important customers?
• Customer Segments
– Mass M...
Find a Customer-I
• Why?
• Who is your customer?
Grave, School, hospital, apotek, free
newspaper
• Can everyone be your cu...
Find a Customer-II
• Find a customer for solving a pain
• Use the Customer Profile
• Describe who is making purchasing dec...
Q’s for Customer
IDENTIFIABLE – what distinguishes them?
MEASURABLE – how many belong to your target
segment?
REACHABLE – ...
Q’s for Customer - Macro Level
• Population size
• Population character
• Disposable income levels
• Educational backgroun...
Keep In Mind -Paradox
• Customer is important but you can not give all
they want
• Learn to stay No,
• Learn to focus
• Le...
2.Value Proposition
• a bundle that meets that meets a customer's
needs or solve his/her problem.
• benefits can be tangib...
Q’s to answer – Value Proposition
• What pain do we solve for customer?
• What do we deliver for customer?
• What value do...
Some Elements that may add to value
• newness
• customization
• getting job done
• support
• price
• design
• status/ bran...
2. Value Proposition - Q’s to answer –
• What pain do we solve for customer?
• What do we deliver for customer?
• What val...
3. Channels
• Awareness of products
and services,
Evaluation of value
proposition, Purchase,
Delivery, After sales
• Direc...
3. Channels- Qs
• Through which Channels do our Customer
Segments want to be reached?
• How are we reaching them now?
• Ho...
4. Customer Relations
• Customer
acquisition
• Customer
retention
• Boosting
sales
(upselling)
Value
Proposition
Customer
...
Example Customer Services
Can you give some example companies?
• (Dedicated)Personal assistance
• Self Service
• Community...
4. Customer Relationships
• What type of relationship does each of
our Customer Segments expect us to
establish and mainta...
5. Revenue Streams
• For what value are our customers really willing
to pay?
• One time/ recurring?
• For what do they cur...
5.Revenue Streams
•ChannelsValue
Proposition
Customer
Segment
• Asset sale
• Usage fee: use more, pay more
• Subscription:...
5.Revenue Streams
Fixed
pricingDynamic
pricing
• List price
• Product feature
dependent
• Customer segment
dependent
• Vol...
6. Key Resources
Value
Proposit
ion
physical
financial
intellectual
human
Key resources can be owned or leased by the
comp...
6. Key Resources
• What Key Resources do our Value
Propositions require?
• Our Distribution Channels?
• Customer Relations...
7. Key Activities
• What Key Activities do our Value Propositions
require?
• Our Distribution Channels?
• Customer Relatio...
8. Key Partnerships
Why Partnership?
– reduce cost,
– Reduction of risk and uncertainty: Blu Ray Tech.
– Acquisition of pa...
8. Key Partnerships -II
• Who are our Key Partners?
• Who are our Key suppliers?
• Which Key Resources are we acquiring fr...
9. Cost Structure-I
• Business model Cost Structures:
cost-driven
minimizing
costs
wherever
possible value-driven
Premium
...
9. Cost Structure-II
• Cost Structure Characteristics:
• minimizing costs wherever possibleFixed costs
• Premium Value Pro...
9. Cost Structure
• What are the most important costs inherent in
our business model?
• Which Key Resources are most expen...
In Total
Serdar Temiz temiz@kth.se 2013
Problems with this canvas?
Serdar Temiz temiz@kth.se 2013
Serdar Temiz temiz@kth.se 2013
Spotify Business Model
Serdar Temiz temiz@kth.se 2013
Business Model Canvas – Spotify- September 2013
Key Partners Key Activities Value Propositions
• .
Customer
Relationships
...
• Are we done?
Serdar Temiz temiz@kth.se 2013
Business Model Canvas – Spotify- September 2013
Key Partners Key Activities Value Propositions
• .
Customer
Relationships
...
Business Model Canvas – Spotify- September 2013
Key Partners
• Labels,
• aggregators (e.g
merlin network )
• Facebook
Key ...
Facebook’s Canvas?
Serdar Temiz temiz@kth.se 2013
Serdar Temiz temiz@kth.se 2013
iTune’s Canvas
Serdar Temiz temiz@kth.se 2013
Serdar Temiz temiz@kth.se 2013
Twitter’s Canvass
Serdar Temiz temiz@kth.se 2013
Serdar Temiz temiz@kth.se 2013
Thank you
Serdar Temiz
temiz@kth.se
Serdar Temiz temiz@kth.se 2013
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Business model canvas 2013

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Entrepreneurship Course- Lecture on Business Models 2013

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  • A niche market is a focused, targetable portion of a market.By definition, then, a business that focuses on a niche market is addressing a need for a product or service that is not being addressed by mainstream providers. You can think of a niche market as a narrowly defined group of potential customers. In other words, a very specific market segment within a broader segment.A niche market involves specialist goods or services with relatively few or no competitors.
  • Why Swedish start ups are global?Number of Old people increasing..Which language do you provide service, Customer support languageNo infrastructure for banking, telecom,
  • Business model canvas 2013

    1. 1. Business Models Serdar Temiz, temiz@kth.se ME2603 Entrepreneurship 6.0 credits Serdar Temiz temiz@kth.se 2013
    2. 2. About me • Master in ICT Entrepreneurship • SSES Alumni • Previously Software Developer/ Project Manager • PhD Candidate at Indek KTH • Business/ Project developer/adviser for private companies • www.Opensweden.net Serdar Temiz temiz@kth.se 2013
    3. 3. In reallity... • Life long learner and a do-er Serdar Temiz temiz@kth.se 2013
    4. 4. This presentation • Not about a specific business idea • About business processes • About business model innovation • It is pretty long • Feel free to fall asleep, interrupt or leave • I hope you know all this already. • If not, I really think it can give you a lot Serdar Temiz temiz@kth.se 2013
    5. 5. Why should I listen to you? • Do not listen me! IT IS YOUR RESPONSIBILITY TO QUESTION ALL ASSUMPTIONS. MINE, YOURS, EXPERTS. Serdar Temiz temiz@kth.se 2013
    6. 6. Recap: What is Entepreneurship? The process of coordinating resources to exploit or take advantage of opportunities that exists in the market or are created by innovation in an attempt to create value. (Brown, 1994) Serdar Temiz temiz@kth.se 2013
    7. 7. Where Entepreneur Jumps in? product / service need/ expectation Serdar Temiz temiz@kth.se 2013
    8. 8. Some Questions • Who is your customer? • What is Innovation • Why it matters Serdar Temiz temiz@kth.se 2013
    9. 9. Invention vs Innovation Business Plan vs Business Model Serdar Temiz temiz@kth.se 2013
    10. 10. There are many inventions, but far fewer innovations. An invention is a novel idea Innovation is the commercialization of that novel idea Serdar Temiz temiz@kth.se 2013
    11. 11. FORTUNE 500 • “Two thirds of the original 1955 list was gone within three decades” William Shanklin* • The rate at which large American companies left the Fortune 500 increased four times between 1970 and 1990 a change of almost 50% from the 1999 Fortune 500 to the 2009 Fortune 500 John Micklethwait & Adrian* Wooldridge, • *(cited in Dane Stangler and Sam Arbesman WHAT DOES FORTUNE 500 TURNOVER MEAN ) Serdar Temiz temiz@kth.se 2013
    12. 12. Turnover Rate in Fortuna 500 • Dane Stangler and Sam Arbesman WHAT DOES FORTUNE 500 TURNOVER MEAN Serdar Temiz temiz@kth.se 2013
    13. 13. Types of Innovation 1. Technology innovation 2. Process innovation 3. Product & service innovation 4. Business Model innovation Serdar Temiz temiz@kth.se 2013
    14. 14. Process innovation • Implementation of a new or significantly improved production or delivery method • Ford Car Production • Dell Computers Serdar Temiz temiz@kth.se 2013
    15. 15. Technology innovation • 3D printing • Touch screen • You name it. Serdar Temiz temiz@kth.se 2013
    16. 16. Product & service innovation • Customer Support & Communication via FB– airbaltic • Facebook itself Serdar Temiz temiz@kth.se 2013
    17. 17. Business Model Innovation • Why is it important? Serdar Temiz temiz@kth.se 2013
    18. 18. Why business models matter? Joan Magretta • Who is the customer and what does the customer value? • How do we make money from the business? • How can we deliver value to the customer at an appropriate cost? • Writing a new story • A better way than existing alternatives • Making the number add up • Tweaking on the fly based on feedback Serdar Temiz temiz@kth.se 2013
    19. 19. Business Model Warfare Langdon Morris • Business mortality is high • Technology innovation by itself has rarely been sufficient to ensure the future. • Similar products and services • Advantages resulting from a successful business models are fleeting. Models need to be continuously reviewed and updated when necessary Serdar Temiz temiz@kth.se 2013
    20. 20. Operating Margin Growth in Excess of Competitive Peers [Source: IBM, CEOs are expanding the innovation horizon: important implications for CIOs] Compound annual growth rate over five years Serdar Temiz temiz@kth.se 2013
    21. 21. Benefits Cited by Business Model Innovators % of responders Source: IBM, Global CEDO Study 2006 Serdar Temiz temiz@kth.se 2013
    22. 22. How Business Models Emerge (1 of 3) – The value chain is the string of activities that moves a product from the raw material stage, through manufacturing and distribution, and ultimately to the end user. • Primary activities are directly concerned with the creation or delivery of a product or service. • Support activities help to improve the effectiveness or efficiency of primary activities Raw Material Value Chain Primary & Secondary Activities + Margin Product / Service Serdar Temiz temiz@kth.se 2013
    23. 23. How Business Models Emerge (2 of 3) The Value Chain (again) "Competitive Advan tage: Creating andSustaining superior Performance" (1985). Serdar Temiz temiz@kth.se 2013
    24. 24. How Business Models Emerge (3 of 3) • The Value Chain (continued) – Entrepreneurs look at the value chain of a product or a service to pinpoint where the value chain can be made more effective or to spot where additional “value” can be added. • This type of analysis may focus on (1) a single primary activity of the value chain (such as marketing and sales), (2) the interface between one stage of the value chain and another (such as the interface between operations and outgoing logistics), or (3) one of the support activities (such as human resource management). Serdar Temiz temiz@kth.se 2013
    25. 25. Business Models Generation Alexander Osterwalder • “A business model describes the rationale of how anorganization creates, delivers,and captures value.” Serdar Temiz temiz@kth.se 2013
    26. 26. A business Model is.. • The business model is a strategic plan to be implemented through organizational structures, processes, and systems in order to need customer needs. Serdar Temiz temiz@kth.se 2013
    27. 27. Simple Business Model Value Proposition Revenue Model Production Model Delivery Model Serdar Temiz temiz@kth.se 2013
    28. 28. Simple Business ModelValueProposition 10 RevenueModel 10 ProductionModel 10 DeliveryModel 10 Serdar Temiz temiz@kth.se 2013
    29. 29. Forces affecting the business model • Customer needs • Competition • Technological change • Social change • Legal environment Serdar Temiz temiz@kth.se 2013
    30. 30. Pivoting • Changing important part of business model • - can be simple: chancing pricing • -can be complex: target customer, user needs change, feature set changes, new distribution channel Serdar Temiz temiz@kth.se 2013
    31. 31. Basic Business Model Map Product/Service Ecosytem Customer EcoSystem Finance Value Serdar Temiz temiz@kth.se 2013
    32. 32. • Who is customer • How do you reach customer • What is your value proposition /USP • How to you communicate customer • What are your resources • What is your enviromental costs/benefits • What are your key activities • What are your key partners • How do you make money? Serdar Temiz temiz@kth.se 2013
    33. 33. There are different type of Business Model Maps Serdar Temiz temiz@kth.se 2013
    34. 34. • Henry Chesbrough & Richard Rosenbloom Serdar Temiz temiz@kth.se 2013
    35. 35. intacam's Business Model MapperTM Serdar Temiz temiz@kth.se 2013
    36. 36. Serdar Temiz temiz@kth.se 2013
    37. 37. Mark JohnsonSerdar Temiz temiz@kth.se 2013
    38. 38. Business Model Canvas Serdar Temiz temiz@kth.se 2013
    39. 39. The 9 building blocks for Business Model Canvas 1. Customer Segments 2. Value proposition 3. Channels 4. Customer Relationships 5. Revenue Streams 6. Key Resource 7. Key Activities 8. Key Partnerships 9. Cost Structure Serdar Temiz temiz@kth.se 2013
    40. 40. 1. Customer Segment • For whom are we creating value? • Who are our most important customers? • Customer Segments – Mass Market – Niche market – Segmented - related customer segments: frequent flier program, bank customers with big assets – Diversified: Unrelated customer segments: Amazon – Multi sided: free newspaper-readers and advertisers Serdar Temiz temiz@kth.se 2013
    41. 41. Find a Customer-I • Why? • Who is your customer? Grave, School, hospital, apotek, free newspaper • Can everyone be your customer? • "people who want to buy a flat," • "anyone needs job" • “Everyone who goes to university” Serdar Temiz temiz@kth.se 2013
    42. 42. Find a Customer-II • Find a customer for solving a pain • Use the Customer Profile • Describe who is making purchasing decision? IT ? Operations Group? Management? • Make sure they are happy • Market is important but -do not only think market • Billion dollar market does not start in few minutes Serdar Temiz temiz@kth.se 2013
    43. 43. Q’s for Customer IDENTIFIABLE – what distinguishes them? MEASURABLE – how many belong to your target segment? REACHABLE – how to reach, communicate with each segment WILLING– do they want it? ABLE– they want but can they afford it? Serdar Temiz temiz@kth.se 2013
    44. 44. Q’s for Customer - Macro Level • Population size • Population character • Disposable income levels • Educational background • Primary languages • Infrastructure • Regulations • Political affiliation • And so on… Serdar Temiz temiz@kth.se 2013
    45. 45. Keep In Mind -Paradox • Customer is important but you can not give all they want • Learn to stay No, • Learn to focus • Learn to ”change and adopt” • They may not know what they want: buying process is mysterious Serdar Temiz temiz@kth.se 2013
    46. 46. 2.Value Proposition • a bundle that meets that meets a customer's needs or solve his/her problem. • benefits can be tangible and intangible • Reason why customers pick one business or another. • can be – innovative, new disruptive offer – similar to existing offers but just added feature or attribute in some sort of way Serdar Temiz temiz@kth.se 2013
    47. 47. Q’s to answer – Value Proposition • What pain do we solve for customer? • What do we deliver for customer? • What value do we develop for customer • Which need of customer do we satisfy? Serdar Temiz temiz@kth.se 2013
    48. 48. Some Elements that may add to value • newness • customization • getting job done • support • price • design • status/ brand • Accessibility • risk deduction • usability Serdar Temiz temiz@kth.se 2013
    49. 49. 2. Value Proposition - Q’s to answer – • What pain do we solve for customer? • What do we deliver for customer? • What value do we develop for customer • Which need of customer do we satisfy? Serdar Temiz temiz@kth.se 2013
    50. 50. 3. Channels • Awareness of products and services, Evaluation of value proposition, Purchase, Delivery, After sales • Direct: Brick and mortal stores, websales, sales force • Indirect: wholesales partner stores, Value Proposition Customer Segment Serdar Temiz temiz@kth.se 2013
    51. 51. 3. Channels- Qs • Through which Channels do our Customer Segments want to be reached? • How are we reaching them now? • How are our Channels integrated? • Which ones work best? • Which ones are most cost-efficient? Serdar Temiz temiz@kth.se 2013
    52. 52. 4. Customer Relations • Customer acquisition • Customer retention • Boosting sales (upselling) Value Proposition Customer Segment Serdar Temiz temiz@kth.se 2013
    53. 53. Example Customer Services Can you give some example companies? • (Dedicated)Personal assistance • Self Service • Community • Co-creation • Automated Serdar Temiz temiz@kth.se 2013
    54. 54. 4. Customer Relationships • What type of relationship does each of our Customer Segments expect us to establish and maintain with them? • Which ones have we established? • How costly are they? • How are they integrated with the rest of our business model? Serdar Temiz temiz@kth.se 2013
    55. 55. 5. Revenue Streams • For what value are our customers really willing to pay? • One time/ recurring? • For what do they currently pay? • How are they currently paying? • How would they prefer to pay? • How much does each Revenue Stream contribute to overall revenues? Serdar Temiz temiz@kth.se 2013
    56. 56. 5.Revenue Streams •ChannelsValue Proposition Customer Segment • Asset sale • Usage fee: use more, pay more • Subscription: monthly, yearly • Leasing/Lending/Renting • Licensing: patents, license fee • Brokerage fees • Advertising Fixed pricing Dynamic pricing Serdar Temiz temiz@kth.se 2013
    57. 57. 5.Revenue Streams Fixed pricingDynamic pricing • List price • Product feature dependent • Customer segment dependent • Volume dependent • Yield management : hotels, airlines • Real-time-market :supply and demand • Auctions Price • Negotiation Serdar Temiz temiz@kth.se 2013
    58. 58. 6. Key Resources Value Proposit ion physical financial intellectual human Key resources can be owned or leased by the company or acquired from key partners. Serdar Temiz temiz@kth.se 2013
    59. 59. 6. Key Resources • What Key Resources do our Value Propositions require? • Our Distribution Channels? • Customer Relationships? • Revenue Streams? • What physical resources, intellectual, human, financial resources do we have? Serdar Temiz temiz@kth.se 2013
    60. 60. 7. Key Activities • What Key Activities do our Value Propositions require? • Our Distribution Channels? • Customer Relationships? • Revenue streams? • Production- Microsoft • Problem Solving: Mc Kinsey • Network/Platform: Facebook, ebay, Visa Serdar Temiz temiz@kth.se 2013
    61. 61. 8. Key Partnerships Why Partnership? – reduce cost, – Reduction of risk and uncertainty: Blu Ray Tech. – Acquisition of particular resources and activities: Nokia Windows, HTC phones • Strategic alliances between non-competitors • Coopetition: strategic partnerships between competitors • Joint ventures to develop new businesses • Buyer-supplier relationships to assure reliable supplies Serdar Temiz temiz@kth.se 2013
    62. 62. 8. Key Partnerships -II • Who are our Key Partners? • Who are our Key suppliers? • Which Key Resources are we acquiring from partners? • Which Key Activities do partners perform? Serdar Temiz temiz@kth.se 2013
    63. 63. 9. Cost Structure-I • Business model Cost Structures: cost-driven minimizing costs wherever possible value-driven Premium Value Propositions and a high degree of personalized service Serdar Temiz temiz@kth.se 2013
    64. 64. 9. Cost Structure-II • Cost Structure Characteristics: • minimizing costs wherever possibleFixed costs • Premium Value Propositions and a high degree of personalized serviceVariable costs • average cost per unit to fall as output risesThe same Distribution Economies of scale • Channels for different products and servicesmay support multiple products. Economy of Scope Serdar Temiz temiz@kth.se 2013
    65. 65. 9. Cost Structure • What are the most important costs inherent in our business model? • Which Key Resources are most expensive? • Which Key Activities are most expensive? Serdar Temiz temiz@kth.se 2013
    66. 66. In Total Serdar Temiz temiz@kth.se 2013
    67. 67. Problems with this canvas? Serdar Temiz temiz@kth.se 2013
    68. 68. Serdar Temiz temiz@kth.se 2013
    69. 69. Spotify Business Model Serdar Temiz temiz@kth.se 2013
    70. 70. Business Model Canvas – Spotify- September 2013 Key Partners Key Activities Value Propositions • . Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams Serdar Temiz Stockholm-Sweden Listeners• Legal music for free or minimum payment • Be social when you listen • Music based on mood • Automated service • self service (FAQ) • Community forum • Customer Service • Awareness at social media • Mobile application • Desktop application • Spotify.com Advertisers • self service : on learning how ads are located in the spotify etc. • personal assistance: to put ad, advertisers should get in touch directly • Targeted advertisement- • commercials between songs: make listeners sure to listen • Awareness with social media partners (fb, msn) • Customer center representative • Keep technology up and running • Adding more music, label, artists to Spotify offering • Launching Spotify in different countries • Music, • Server, • Brand • Employees • Labels, • aggregators (e.g merlin network ) • Facebook • License fee • Salaries • Technology cost • Subscription of unlimited and premium customers, • Advertisement revenue Serdar Temiz temiz@kth.se 2013
    71. 71. • Are we done? Serdar Temiz temiz@kth.se 2013
    72. 72. Business Model Canvas – Spotify- September 2013 Key Partners Key Activities Value Propositions • . Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams Serdar Temiz Stockholm-Sweden Listeners• Legal music for free or minimum payment • Be social when you listen • Music based on mood • Automated service • self service (FAQ) • Community forum • Customer Service • Awareness at social media • Mobile application • Desktop application • Spotify.com Advertisers • self service : on learning how ads are located in the spotify etc. • personal assistance: to put ad, advertisers should get in touch directly • Targeted advertisement- • commercials between songs: make listeners sure to listen • Awareness with social media partners (fb, msn) • Customer center representative • Keep technology up and running • Adding more music, label, artists to Spotify offering • Launching Spotify in different countries • Music, • Server, • Brand • Employees • Labels, • aggregators (e.g merlin network ) • Facebook • License fee • Salaries • Technology cost • Subscription of unlimited and premium customers, • Advertisement revenue Developers • developer.spotify.com/ • physical meetups Can add music to their code ???? Serdar Temiz temiz@kth.se 2013
    73. 73. Business Model Canvas – Spotify- September 2013 Key Partners • Labels, • aggregators (e.g merlin network ) • Facebook Key Activities • Keep technology up and running • Adding more music, label, artists to Spotify offering • Launching Spotify in different countries (currently only in Sweden, Norway, Finland, the UK, France, Spain, the Netherlands and the US ) Value Propositions • Legal music for free or minimum payment • Be social when you listen • Music based on mood • Targeted advertisement- • commercials between songs: make listeners sure to listen • Can add music to their code. Customer Relationships • Automated service • self service (FAQ) • Community forum • Customer Service • self service : on learning how ads are located in the spotify etc. • personal assistance: to put ad, advertisers should get in touch directly Customer Segments Listeners Advertisers Developers Key Resources • Music, • Server, • Brand • Employees Channels • Awareness at social media • Mobile application • Desktop application • Spotify.com • Awareness with social media partners (fb, msn) • Customer center representative • developer.spotify.com/ • physical meetups Cost Structure • License fee • Salaries • Technology cost Revenue Streams • Subscription of unlimited and premium customers, • Advertisement revenue StartupAcademy.se Stockholm-Sweden Serdar Temiz temiz@kth.se 2013
    74. 74. Facebook’s Canvas? Serdar Temiz temiz@kth.se 2013
    75. 75. Serdar Temiz temiz@kth.se 2013
    76. 76. iTune’s Canvas Serdar Temiz temiz@kth.se 2013
    77. 77. Serdar Temiz temiz@kth.se 2013
    78. 78. Twitter’s Canvass Serdar Temiz temiz@kth.se 2013
    79. 79. Serdar Temiz temiz@kth.se 2013
    80. 80. Thank you Serdar Temiz temiz@kth.se Serdar Temiz temiz@kth.se 2013
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