WHY?
THE WORLD IS CHANGING
but the world IS  BUSINESS hasalways changed   CHANGING
TECHNOLOGY IS  CHANGING
technology has  BUSINESS ISalways changed   CHANGING
BUSINESS IS CHANGING
but business IS  BUSINESS hasalways changed   CHANGING
itʼsbecause
those who canʼt adapt
disappear
ADVERTISINGMUSIC      AIRLINES  SHIFTING PUBLISHINGINDUSTRIES      TELECOMSBANKING     CLOTHING
BUT         itʼs also about
VALUECREATION
we need new  methods tounderstand &craft business   models
1980s
[source: M.Porter (1980) www.provenmodels.com]
2010s
?
A   approach
what is abusiness model?
9BUILDINGBLOCKS
the 9 building blocks of a business model                                drawings by JAM
the 9 building blocks of a business model                                drawings by JAM
the 9 building blocks of a business model                                drawings by JAM
the 9 building blocks of a business model                                drawings by JAM
the 9 building blocks of a business model                                drawings by JAM
the 9 building blocks of a business model                                drawings by JAM
the 9 building blocks of a business model                                drawings by JAM
the 9 building blocks of a business model                                drawings by JAM
the 9 building blocks of a business model                                drawings by JAM
the 9 building blocks of a business model                                drawings by JAM
PARTNER           KEY        OFFER     CUSTOMER          CUSTOMERNETWORK         ACTIVITIES           RELATIONSHIPS       ...
THE BUSINESS MODEL CANVASPARTNER           KEY        OFFER     CUSTOMER          CUSTOMERNETWORK         ACTIVITIES      ...
who has used the canvas?
who has used  what
worked?
 the canvas?
who haswhat
  what
    usedworked?
 didn’t?
 the canvas?
key is: findingthe appropriatebusiness model
Spinno: Business Model Canvas   Accelerating Your Business30.8.2011                          Spinno BMC   A   1
A business model describesthe rationale of how anorganization creates, deliversand captures value                     A   ...
Customer segments  Distinct segments  With common needs, behaviors and other  attributes  Strong decision of which segm...
Value propositions  Reason for a customer to turn to one company  instead over another  Solves a customer problem or sat...
Channels  Channel describes haw a company  communicates with and reaches its customer  segments to deliver a Value Propos...
Customer relationship  The customer relationship describes the types of  relationships a company establishes with specifi...
Revenue streams  The revenue represents the cash flow a company   generates from each customer segment  Transaction reve...
Key resources         The most important assets to make the business            model work              Physical        ...
Key Activities         The most important things a company must do            to make the business model work            ...
Key Partnerships         The network of suppliers and partners that make the            business model work             ...
Cost Structure  The cost incurred to operate a business model  Business model cost structures:    Cost driven    Value...
Business Plan: The entrepreneur should be    able to clearly communicate the following:                                   ...
Three different types of                   businesses       1.  Customer relationship businesses       2.  Product innovat...
Accelerando         Kokenut ryhmä kansainvälisen liiketoiminnan            ammattilaisia         Keskittyy kasvuhakuisee...
Accelerating Services         Myyntistrategian luominen ja jalkauttaminen         Tuotekehitysohjelmien suunnittelu, tot...
Insight300811_Business_Model_Canvas_liiketoimintamalli_Osterwalder
Insight300811_Business_Model_Canvas_liiketoimintamalli_Osterwalder
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Insight300811_Business_Model_Canvas_liiketoimintamalli_Osterwalder

  1. 1. WHY?
  2. 2. THE WORLD IS CHANGING
  3. 3. but the world IS BUSINESS hasalways changed CHANGING
  4. 4. TECHNOLOGY IS CHANGING
  5. 5. technology has BUSINESS ISalways changed CHANGING
  6. 6. BUSINESS IS CHANGING
  7. 7. but business IS BUSINESS hasalways changed CHANGING
  8. 8. itʼsbecause
  9. 9. those who canʼt adapt
  10. 10. disappear
  11. 11. ADVERTISINGMUSIC AIRLINES SHIFTING PUBLISHINGINDUSTRIES TELECOMSBANKING CLOTHING
  12. 12. BUT itʼs also about
  13. 13. VALUECREATION
  14. 14. we need new methods tounderstand &craft business models
  15. 15. 1980s
  16. 16. [source: M.Porter (1980) www.provenmodels.com]
  17. 17. 2010s
  18. 18. ?
  19. 19. A approach
  20. 20. what is abusiness model?
  21. 21. 9BUILDINGBLOCKS
  22. 22. the 9 building blocks of a business model drawings by JAM
  23. 23. the 9 building blocks of a business model drawings by JAM
  24. 24. the 9 building blocks of a business model drawings by JAM
  25. 25. the 9 building blocks of a business model drawings by JAM
  26. 26. the 9 building blocks of a business model drawings by JAM
  27. 27. the 9 building blocks of a business model drawings by JAM
  28. 28. the 9 building blocks of a business model drawings by JAM
  29. 29. the 9 building blocks of a business model drawings by JAM
  30. 30. the 9 building blocks of a business model drawings by JAM
  31. 31. the 9 building blocks of a business model drawings by JAM
  32. 32. PARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS drawings by JAM
  33. 33. THE BUSINESS MODEL CANVASPARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
  34. 34. who has used the canvas?
  35. 35. who has used what
worked?
 the canvas?
  36. 36. who haswhat
 what
 usedworked?
 didn’t?
 the canvas?
  37. 37. key is: findingthe appropriatebusiness model
  38. 38. Spinno: Business Model Canvas Accelerating Your Business30.8.2011 Spinno BMC A 1
  39. 39. A business model describesthe rationale of how anorganization creates, deliversand captures value A 2
  40. 40. Customer segments  Distinct segments  With common needs, behaviors and other attributes  Strong decision of which segments to serve and which to ignore  Only then a business model can be designed around the strong understanding of specific customer needs A 3
  41. 41. Value propositions  Reason for a customer to turn to one company instead over another  Solves a customer problem or satisfies a customer need  ValueProp consists of selected bundle of products / services that caters to the requirements of a specific customer segment  Bundle of benefits a company offers to customers A 4
  42. 42. Channels  Channel describes haw a company communicates with and reaches its customer segments to deliver a Value Proposition  Communication, distribution and sales channels comprise a company’s interface with customers  Awareness, evaluation, purchase, delivery, aftersales A 5
  43. 43. Customer relationship  The customer relationship describes the types of relationships a company establishes with specific customer segments   Customer acquisition   Customer retention   Boosting sales (upselling) A 6
  44. 44. Revenue streams  The revenue represents the cash flow a company generates from each customer segment  Transaction revenue  Recurring revenue (post purchase support...)  Fixed pricing vs. dynamic pricing  Q’s   For what value are our customers really willing to pay?   How are they currently paying?   How would they prefer to pay?   How much does each revenue stream contribute to overall revenues? A 7
  45. 45. Key resources   The most important assets to make the business model work   Physical   Financial   Intellectual   Human30.8.2011 Alalto Capital A 8
  46. 46. Key Activities   The most important things a company must do to make the business model work   Production   Problem solving   Platform / network30.8.2011 Alalto Capital A 9
  47. 47. Key Partnerships   The network of suppliers and partners that make the business model work   Strategic alliances between non-competitors   Coopetition: strategic partnerships between competitors   Joint ventures to develop new businesses   Buyer-supplier relationships to assure reliable supplies   Motivations   Optimization & economies of scale   Reduction of risk and uncertainty   Acquisition of particular resources and activities30.8.2011 Alalto Capital A 10
  48. 48. Cost Structure  The cost incurred to operate a business model  Business model cost structures:   Cost driven   Value driven  Cost structures   Fixed costs   Variable costs   Economies of scale   Economies of scope A 11
  49. 49. Business Plan: The entrepreneur should be able to clearly communicate the following: ·             ·                Business idea, product ·                Budget and cash flow    Sales and marketing strategy ·                Business model ·               Team background ·                Collaborations/Partners ·               Time schedule/Road Map ·                Key success factors ·               Capitalization plan, exit strategy ·                 Operational plan ·                Risk analysis ·               Competition4.3.2010 Alalto Capital A 12
  50. 50. Three different types of businesses 1.  Customer relationship businesses 2.  Product innovation businesses 3.  Infrastructure businesses30.8.2011 Alalto Capital A 13
  51. 51. Accelerando   Kokenut ryhmä kansainvälisen liiketoiminnan ammattilaisia   Keskittyy kasvuhakuiseen, innovaatioihin perustuvaan liiketoimintaan   Myynnin, markkinoinnin, jakelun, rahoituksen, R&D ja liiketoiminnan ja sen prosessien kehittämisen osaajia yhdessä   Kokemusta start up –yrittäjyydestä aina suurten kansainvälisten teknologiayritysten johtotehtäviin Suomessa ja ulkomailla30.8.2011 Spinno BMC A 14
  52. 52. Accelerating Services   Myyntistrategian luominen ja jalkauttaminen   Tuotekehitysohjelmien suunnittelu, toteutus ja rahoitus   Liiketoimintastrategiat ja -mallit   Tuotteen positiointi ja hinnoittelu   Rahoituksen suunnittelu ja rahoituslähteet   Kaupallistaminen ja tuotteistaminen   Johtoryhmä- ja hallitustyöskentely   Kansainvälistymissunnitelmat ja toteutus30.8.2011 Spinno BMC A 15

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