The Business Model Canvas SP640
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The Business Model Canvas SP640

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The second class of the SP640 enterprise and innovation course delivered at the University of Kent for final year students. In this class student get introduced to business models and the business ...

The second class of the SP640 enterprise and innovation course delivered at the University of Kent for final year students. In this class student get introduced to business models and the business model canvas.

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The Business Model Canvas SP640 The Business Model Canvas SP640 Presentation Transcript

  • The Business Model Canvas Dr Tendayi Viki Follow Me: @tendayiviki
  • Startups are NOT smaller versions of big companies! (Steve Blank & Bob Dorf, 2012)
  • A Startup is A Thesis View slide
  •  A Path for Searching: • For a sustainable and profitable business model. View slide
  • The Hypothesis Driven Startup
  •  A Startup is a Research Project: • We should not be making business plans, we should make research proposals.
  • Eric Ries (2011) The Lean Startup http://lean.st
  • Ash Maurya (2012) Running Lean http://www.runningleanhq.com/
  • Ash Maurya (2012) Running Lean http://www.spark59.com/
  • CASE STUDY DISCUSSION
  • What is an MVP?
  • With MVPs, how can you protect your brand?
  • What is the difference between: build-it-and-they-will-come the waterfall method the just-do-it approach
  • What is product/market fit?
  • What is scaling a business?
  • What is the problem with premature scaling?
  • The Business Model Canvas Document Your Plan A
  • Ash Maurya (2012) Running Lean
  • Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  • Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  • Customer Segment  This block defines the different groups of people or organizations that a company aims to reach and serve. • Mass Market • Niche Market • Segmented Market • Diversified Market • Multisided Market Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  • Value Propositions  The value propositions block describes the product/service; and how it creates value for your customer segments.  Performance  Price  Design  Brand/Status  Convenience/Usability  Risk Reduction Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  • Channels  The channels block describes how a company reaches its target segments to deliver the value proposition. Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  • Customer Relationships  The customer relationships block describes the types of relationships a company establishes with their customers. • Personal Assistance • Dedicated Personal Assistance • Self Service • Automated Service • Communities • Co-creation Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  • Revenue Streams  The revenue streams block describes how the company generates revenues from its customer segments. • Asset Sale • Usage Fee • Subscription Fees • Lending/Renting/Leasing • Licensing • Brokerage Fees • Advertising Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  • Key Resources  The key resources block describes the most important assets required to make your business model work. • Physical • Intellectual • Human • Financial Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  • Key Activities  The key activities block describes the most important things a company must do to make its business model work. • Production • Problem Solving • Platform/Network Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  • Key Partnerships  The key partnerships block describes the network of suppliers and partners that make your business model work. • Optimization and economies of scale • Reduction of risk and uncertainty • Acquisition of resources and activities Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  • Cost Structure  The cost structure describes all the costs incurred to operate a business model. • Cost Driven • Value Driven • Fixed and Variable Costs • Economies of Scale and Scope Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  • Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  • Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  • Your Product is NOT the Product  It is important to realise that a product or service idea is not sufficient for success.  You could have a good idea, but if you do not have a good business model to support it, then your business will fail.  It is not enough to just have a good product, it must be delivered to customers in a manner that is sustainably profitable.  A lot entrepreneurs focus too much on just the product.  But the same amount of effort needs to be put into developing the business model.  Indeed, business model innovation by itself can be game changing.
  • What is the Difference?
  • BUSINESS MODEL PATTERNS
  • UNBUNDLING
  • Patrick van der Pijl CEO | Business Models Inc. http://www.businessmodelsinc.com
  • INFRASTRUCTURE MANAGEMENT CUSTOMER RELATIONSHIPS CONTENT PROVIDER
  • THE LONG TAIL
  • MULTISIDED PLATFORMS
  • FREE AS A BUSINESS MODEL
  • CLASS ACTIVITY
  • What is the business model for Nespresso?
  • Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  • What is the business model for Apple IPod?
  • Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  • What is the business model for Amazon?
  • Thank You & See You Next Week