Business model Creativity
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Business model Creativity

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    Business model Creativity Business model Creativity Presentation Transcript

    • This is not a tennis court
    • It is no American football court
    • This is the business model playfield
    • CASH! ❉  Building blocks for business modeling
    • The business model generation project (developed online by 30 designers, investors, entrepreneurs, creative directors, business executives and consultants – Open for the world)
    • It consists of two halves, just like our heads
    • The land of   The land of   efficiency  effec0veness 
    • The land of   The land of   efficiency  effec0veness  Doing the   Doing the  job right   right job  Logic versus value
    • Feeling
 Logic
 Big
picture
 Detail
 Imagina9on
 Facts
 Harmony
 Success
 Present
an
future
 Present
and
past
 Belief
 Knowing
 Yin versus Yang
    • ‐
COST
 +
VALUE
 Reality driven
    • Solu9on
 Objec9ve
 Different thinking
    • Solu9on
 Objec9ve

    • Solu9on
 Objec9ve

    • Solu9on
 Objec9ve

    • The building blocks
    • Value
 
proposi9on:
 What
value
do
we

 deliver
to
the
customer?
 ‐

 Why
should
anyone
 love
us?


    • Value
 
proposi9on
 Channels
 How
can
we
reach
the
 customer?
 ‐
 What’s
the
right
place
to
 meet?

    • Customer
 rela9onships
 What
type
of
rela9on
 Value
 do
you
want
with
what
 segment?
 
proposi9on
 Channels

    • Customer
 rela9onships
 Customer
 Value
 segments
 
proposi9on
 For
who
are
we
crea9ng
value?
 Channels

    • Customer
 Customer
 rela9onships
 segments
 Value
 
proposi9on
 Channels
 Revenue
streams
 How
are
they
paying
for
what?

    • Key
Ac9vi9es
 What
are
the
most
 Customer
 Customer
 
important
things
we
do
 rela9onships
 segments
 to
make

 our
business
happen?
 Value
 
proposi9on
 Channels
 Revenue
streams

    • Customer
 Customer
 Key
Ac9vi9es
 rela9onships
 segments
 Value
 
proposi9on
 Key
Resources
 Channels
 What
key
resources
do
our
 value
proposi9ons
require?

 Revenue
streams

    • Customer
 Customer
 Key
Ac9vi9es
 rela9onships
 segments
 Key
Partners
 Value
 Who
are
our
key
partners?
 
proposi9on
 What
key
ac9vi9es

 do
they
perform?
 Key
Resources
 Channels
 Revenue
streams

    • Customer
 Customer
 Key
Ac9vi9es
 rela9onships
 segments
 Value
 
proposi9on
 Key
Partners
 Key
Resources
 Channels
 Cost
structure
 Revenue
streams
 What
are
the
most
important
costs
inherent
 In
our
business
model?
What’s
most
expensive?


    • Eliminate



 
 
 
 
 
 
 
 
 
 
 












Raise
 Reduce 
 
 
 
 
 
 
 
 
 
 
 
 
Create
 Different thinking
    • Pretty examples
    • iPod/iTunes From music in a box to soft+hardware
    • Key
Ac9vi9es
 Customer
 
 esign rela9onships
 Customer
 are
d H ardw ng
 e9 ark
 segments
 mark Lovem h
 Value
 Switc 
proposi9on
 Key
Partners
 
 
M arket Key
Resources
 usic
 Mass ies
 le
 less
m Channels
 mpan Peop brand
 Seam ence
 store s
 rd
co i pple
 tore
 Reco 
 apple rdware
 exper A s 
S OEM s
 Ha Ipod
 
soUware
 ments
 iTUne l
 s Itune t
and
agre e Retai com
 . conte n Apple Cost
structure
 Revenue
streams
 le
 nue s
 Peop acturing
 
 ues
 c
reve f manu ng
&
sale s reven 
 musi e 9 dwar e
 Some mark Large
har
    • From machine to club
    • Key
Ac9vi9es
 Customer
 rela9onships
 Customer
 
 e9ng b
 segments
 Mark 9on
 resso
Clu c Produ s
 Value
 Nesp 9c Logis 
proposi9on
 Key
Partners
 eh olds
 ant
 Hous e staur ets
 chine 
 Key
Resources
 end
r 
 Channels
 
mark e
ma ers
 High
 
espresso ffice Coffe actur nnels 
 ty quali e
 o.com 
 s
 O manu f n
cha 
 press 
bou9que bu9o m at
ho m N es Distri s
on
syste Nesp resso t Peten t
 
 s
 Direc Brand 9on
plan c Produ Cost
structure
ufacturing
 Revenue
streams
 Man s
 s!
 sorie e9ng 
 Ca psule s
&
Acces Mark nels
 Mach ine 
chan bu 9 on
& Distri
    • Its open source > Key
Ac9vi9es
 • 
sdf
 Customer
 segments
 Value
 Key
Partners
 it’s yours, it’s ours 
proposi9on
 • 
What
value
do
we
deliver
to
 Channels
 the
customer?
 • 
For
whom
are
we
crea9ng
 Key
Resources
 • Which
one
of
our
 customer’s
needs
are
we
 • 
Trough
which
channels
do
 our
customers
want
to
be
 value?
 helping
to
solve?

 reached?$
 • 
Who
are
our
most
 • 
Which
ones
work
best?

 important
customers?
 Cost
structure
 Revenue
streams

    • Its open source > Key
Ac9vi9es
 Value
 • 
sdf
 Customer
 segments
 it’s yours, it’s ours Key
Partners
 Key
Resources
 
proposi9on
 • 
What
value
do
we
deliver
to
 the
customer?
 • Which
one
of
our
 customer’s
needs
are
we
 helping
to
solve?

 Channels
 • 
Trough
which
channels
do
 our
customers
want
to
be
 reached?$
 • 
For
whom
are
we
crea9ng
 value?
 • 
Who
are
our
most
 • 
Which
ones
work
best?

 important
customers?
 design > prototype > compare > Cost
structure
 Revenue
streams
 improve
    • Key
Partners
 Cost
structure
 Let’s play…