Digital Business Models 101

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An introduction to the framework "Business Model Canvas" illustrated by concrete Business Models of digital champions such as Linkedin, Scoop.it, HelloMentor, Viadeo, HP, eBay, Google, GMF, AXA, P&G.

An introduction to the framework "Business Model Canvas" illustrated by concrete Business Models of digital champions such as Linkedin, Scoop.it, HelloMentor, Viadeo, HP, eBay, Google, GMF, AXA, P&G.

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  • 1. Business Model Canvas 101
  • 2. The Basics
  • 3. A Business is a System It seems like a whole. But you can deconstruct it.
  • 4. The Business Model Canvas is a call-to-action. 
 Execution vs abstraction.
  • 5. 50,98% of innovations come from business models* * * Science, technologie et industrie : Perspectives de lʼOCDE, 2008.
  • 6. The Basics
 Business 101 1
  • 7. Value DeliveringValue Creation Value Proposition 1 Business is a Journey KISS version. Goal: adding more value along the way
  • 8. DistributionInput OutputProcess Customers 1 Detailed version. Business is a Journey activity + ressources channels + customer relationships Goal: adding more value along the way suppliers + partners
  • 9. The Basics
 Finance 101 2
  • 10. ! Finance Business Journey value (input) actualisation of the 
 added value (clients)potential added value (output) revenuecosts financial flows Goal: Capturing some of the value added (revenue - costs)
  • 11. The Building Blocks3
  • 12. DistributionInput Output Costs Revenue Process Customers activity + ressources channels + customer relationshipssuppliers + partners
  • 13. Channels Key 
 Partners Value
 Proposition Costs Revenue Activity Customer
 Segments Ressources Customer
 Relationships
  • 14. How to use it?4
  • 15. Customers.
 How can you make their lives better? Channels Key 
 Partners Value
 Proposition Costs Revenue Activity Customer
 Segments Ressources Customer
 Relationships
  • 16. Value proposition.
 Is there a real fit between the problem & the solution? Channels Key 
 Partners Value
 Proposition Costs Revenue Activity Customer
 Segments Ressources Customer
 Relationships
  • 17. Channels.
 What interfaces will you use to communicate & sell? Channels Key 
 Partners Value
 Proposition Costs Revenue Activity Customer
 Segments Ressources Customer
 Relationships
  • 18. Customer relationships.
 How will you interact? Channels Key 
 Partners Value
 Proposition Costs Revenue Activity Customer
 Segments Ressources Customer
 Relationships Customer
 Relationships
  • 19. Revenue.
 What will they pay? Channels Key 
 Partners Value
 Proposition Costs Revenue Activity Customer
 Segments Ressources Customer
 Relationships Customer
 Relationships
  • 20. Channels Key 
 Partners Value
 Proposition Costs Revenue Activity Customer
 Segments Ressources Customer
 Relationships Customer
 Relationships Ressources.
 What asset do you need to build this VP?
  • 21. Activity.
 How will you build this VP? Channels Key 
 Partners Value
 Proposition Costs Revenue Activity Customer
 Segments Ressources Customer
 Relationships Customer
 Relationships
  • 22. Key Partners.
 Who are your allies & suppliers? Channels Key 
 Partners Value
 Proposition Costs Revenue Activity Customer
 Segments Ressources Customer
 Relationships Customer
 Relationships
  • 23. Costs.
 What are the main sources of costs? Channels Key 
 Partners Value
 Proposition Costs Revenue Activity Customer
 Segments Ressources Customer
 Relationships Customer
 Relationships
  • 24. 5 * source Principal Business Model
 Inspired by the great work of Elton Pickford
  • 25. A * theorized by Chris Anderson in his book “The Long Tail“ The Long Tail*
 Eg: Amazon, eBay, Netflix, Lego
  • 26. eBay.com Paypal Buying and selling
 first- or second-
 hand goods Platform 
 creation & 
 animation Platform Online 
 profiles Case study: eBay Marketplace for 
 niches Professional
 Sellers Anyone Niches 
 segments Fees on the
 selling price Pay by postCosts of platform & HR
  • 27. B * Also see the book “Free“ by Chris Anderson (again) Multi-sided platforms*
 Eg: Viadeo, LinkedIn, Google, Sony, Microsoft, Apple, Facebook
  • 28. google.com Free account Costs of platform & HR Platform 
 management
 & services Platform Case study: Google Free research Advertisers Internautes Keywords
 bidding Content
 editor Content 
 monetization FreeFree widgets
  • 29. C Freemium*
 Eg: LinkedIn, Flickr, Evernote, Scoop.it * Also see the book “Free“ by Chris Anderson (again) Premium accounts Free accounts
  • 30. LinkedIn.com Free account
 with standard
 features Costs of platform & HR Platform 
 management
 & services Platform Case study: LinkedIn* Occasional
 users Advanced
 users Keywords
 bidding FreeFree Advanced 
 features * it’s also a multi-sides platform you could add advertisers & HR companies Customized
 messages 
 (auto+hand made)
  • 31. D Inverted Freemium
 Eg: Axa, GMF Beneficiaries Subscribers
  • 32. Website
 Phone
 Email
 Stores Insurance Ad + HR + webplatform Client 
 acquisition Platform Case study: GMF* Subscribers Beneficiaries 0 to excess 
 payment * it’s also a multi-sides platform you could add advertisers & HR companies On timeManagement 
 of the claims HR reimbursements Insurance premium Reinsurance
 companies
  • 33. D Freebie marketing
 Eg: hp, Epson, Gillette
  • 34. Distributors Inktjet printers Marketing + Fabrication 
 + Logistics + R&D Marketing IP Case study: hp Ink cartridges * branding is always an asset but even more strategic in this kind of BM Fidelity Logistics Branding* R&D Clients Constraints Replacements of cartridges First buy
  • 35. E Open Business Model
 Eg: P&G
  • 36. R&D inside the company Case study: P&G * branding is always an asset but even more strategic in this kind of BM R&D
 inside R&D inside Innocentive (web) yourEncore.com IP from other firms Researcher outside 
 the company Retired Researcher increase of R&D productivity: 85%
 tiny increase of R&D costs
  • 37. Case studies6
  • 38. Advanced Business ModelA
  • 39. Channels Key 
 Partners Value
 Proposition Costs Benefit Activity Customer
 Segments Ressources Customer
 Relationships Case study: Amazon Exercise:
 Map out the BM with at least 3 value propositions
  • 40. Channels Key 
 Partners Value
 Proposition Costs Benefit Activity Customer
 Segments Ressources Customer
 Relationships Case study: Facebook Exercise:
 Map out the BM with at least 3 value propositions
  • 41. Channels Key 
 Partners Value
 Proposition Costs Benefit Activity Customer
 Segments Ressources Customer
 Relationships Case study: Meninvest Exercise:
 Map out the BM with at least 3 value propositions
  • 42. Channels Key 
 Partners Value
 Proposition Costs Benefit Activity Customer
 Segments Ressources Customer
 Relationships Case study: Twitter Exercise:
 Map out the BM using their growth strategy (check their S1)
  • 43. Channels Key 
 Partners Value
 Proposition Costs Benefit Activity Customer
 Segments Ressources Customer
 Relationships Case study: Angrybirds Exercise:
 Map out the BM with at least 3 value propositions
  • 44. Financial viability & projectionB
  • 45. Channels Key 
 Partners Value
 Proposition Costs Benefit Activity Customer
 Segments Ressources Customer
 Relationships Case study: Viadeo Exercise:
 Map out the BM & try to figure out their revenue
 Assumptions: 50M users, 15% premium users with 20% churn rate of PU //revenue split=50% premium user, 35% HR firms, 15% ads
  • 46. Channels Key 
 Partners Value
 Proposition Costs Benefit Activity Customer
 Segments Ressources Customer
 Relationships Case study: HelloMentor Exercise:
 Map out the BM
 Determine how many users they should get to be profitable (average 25€, 15% fees). Assumptions: team of 10 employees (each costs 60K), 2K€ RE.
  • 47. Channels Key 
 Partners Value
 Proposition Costs Benefit Activity Customer
 Segments Ressources Customer
 Relationships Case study: scoop.it Exercise:
 Map out the BM
 Determine how many users they should get to be profitable (check their pricing). Same assumptions as before, highlight yours.
  • 48. BonusC
  • 49. Channels Key 
 Partners Value
 Proposition Costs Benefit Activity Customer
 Segments Ressources Customer
 Relationships What about you? Exercise:
 Map out the BM of your project or someone from the class
 Determine how many users they should get to be profitable (check their pricing).
 Highlight your assumptions.