Business models | Wikilogia Bootcamp for SWDamascus

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Business models | Wikilogia Bootcamp for SWDamascus

  1. 1. Business Model Canvas al-Amjad Tawfiq Isstaif @isstaif Wikilogia Bootcamp for Startup Weekend Damascus Wikilogia Hackerspace
  2. 2. Business Model Generation
  3. 3. http://businessmodelalchemist.com/blog/2013/01/the-business-model-theater-can-you-put-on-ashow.html
  4. 4. Prototyping
  5. 5. Business Model Canvas
  6. 6. Customer Segments
  7. 7.  Customer groups represent separate segments if:  Their needs require and justify a distinct offer  They are reached through different Distribution Channels  They require different types of relationships  They have substantially different profitabilities  They are willing to pay for different aspects of the offer
  8. 8. Examples  Mass market  Niche market (Carpet-Manufacturing)  Segmented (MTN)  Diversified (Amazon)  Multi-sided platforms (or multi-sided markets)(Magazines)
  9. 9. Value Proposition
  10. 10. Examples  Newness (Mobile)  Performance (PC)  Customization (Co-creation)  “Getting the job done” (Rolls-Royce)  Design  Brand/status (Rolex)  Price (No frills airlines, Nano, Freemium)  Cost reduction (hosted cloud services)  Risk reduction (service guarantee)  Accessibility (NetJets)  Convenience/usability (Apple iTunes and iPod)
  11. 11. Channels
  12. 12.  Channels serve several functions, including:  Raising awareness among customers about a company’s products and services  Helping customers evaluate a company’s Value Proposition  Allowing customers to purchase specific products and services  Delivering a Value Proposition to customers  Providing post-purchase customer support
  13. 13. Customer Relationship
  14. 14.  Customer relationships may be driven by the following motivations:  Customer acquisition  Customer retention  Boosting sales (upselling)
  15. 15.  Personal assistance  Dedicated personal assistance  Self-service  Automated services  Communities  Co-creation
  16. 16. Revenue Streams
  17. 17. A business model can involve two diΩerent types of Revenue Streams: 1. Transaction revenues resulting from one-time customer payments 2. Recurring revenues resulting from ongoing payments to either deliver a Value Proposition to customers or provide post-purchase customer support
  18. 18. Examples  Asset sale  Usage fee  Subscription fees  Lending/Renting/Leasing  Licensing  Brokerage fees  Advertising
  19. 19. Key Resources
  20. 20. Examples   Physical Intellectual (brands, proprietary knowledge, patents and copyrights, partnerships, and customer databases)  Human  Financial
  21. 21. Key Activities
  22. 22.  Production  Problem solving  Platform/network
  23. 23. Key Partners
  24. 24. Types   Companies create alliances to optimize their business models, reduce risk, or acquire resources We can distinguish between four different types of partnerships:  Strategic alliances between non-competitors  Coopetition: strategic partnerships between competitors  Joint ventures to develop new businesses  Buyer-supplier relationships to assure reliable supplies
  25. 25. Motivation  Optimization and economy of scale  Reduction of risk and uncertainty  Acquisition of particular resources and activities
  26. 26. Cost Structure
  27. 27. Cost-driven and Value-driven  Cost-driven  Value-driven  Fixed costs  Variable costs  Economies of scale  Economies of scope
  28. 28. Economies of Scale
  29. 29. Customer Dev and Lean Startup
  30. 30. Product-Market Fit Problem-Solution fit.
  31. 31. What functional jobs is your customer trying get done? (e.g. perform or complete a specific task, solve a specific problem, ...) What social jobs is your customer trying to get done? (e.g. trying to look good, gain power or status, ...) What emotional jobs is your customer trying get done? (e.g. esthetics, feel good, security, ...) What basic needs is your customer trying to satisfy? (e.g. communication, sex, ...)
  32. 32. What does your customer find too costly? (e.g. takes a lot of time, costs too much money, requires substantial efforts, ...) What makes your customer feel bad?(e.g. frustrations, annoyances, things that give them a headache, ...) How are current solutions underperforming for your customer? (e.g. lack of features, performance, malfunctioning, ...) What are the main difficulties and challenges your customer encounters? (e.g. understanding
  33. 33. Which savings would make your customer happy? (e.g. in terms of time, money and effort, ...) What outcomes does your customer expect and what would go beyond his/her expectations? (e.g. quality level, more of something, less of something, ...) How do current solutions delight your customer? (e.g. specific features, performance, quality, ...) What would make your customer’s job or life easier? (e.g. flatter learning curve, more
  34. 34. ... produce savings? (e.g. in terms of time, money, or efforts, ...) ... make your customers feel better? (e.g. kills frustrations, annoyances, things that give them a headache, ...) ... fix underperforming solutions? (e.g. new features, better performance, better quality, ...) ... put an end to difficulties and challenges your customers encounter? (e.g. make things easier, helping them get done, eliminate resistance, ...)
  35. 35. ...create savings that make your customer happy? (e.g. in terms of time, money and effort, ...) ... produce outcomes your customer expects or that go beyond their expectations? (e.g. better quality level, more of something, less of something, ...) ... copy or outperform current solutions that delight your customer? (e.g. regarding specific features, performance, quality, ...) ... make your customer’s job or life easier? (e.g.
  36. 36. Competing for Customers
  37. 37. Fill Out Your VP Designer Canvas
  38. 38. Test your Customer Assumptions
  39. 39. Adjust your Customer Assumptions Based on Insights
  40. 40. Redesign your Value Proposition Based on Insights
  41. 41. Start Testing your Value Proposition

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