0
Business Model
Design
Dr Tendayi Viki

Follow Me: @tendayiviki
Business Model Design
Documenting 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 ser...
Value Propositions
 The value propositions block describes the
product/service; and how it creates value for
your custome...
Channels
 The channels block describes how a company
reaches its target segments to deliver the
value proposition.

Oster...
Customer Relationships
 The customer relationships block describes
the types of relationships a company
establishes with ...
Revenue Streams
 The revenue streams block describes how
the company generates revenues from its
customer segments.
•

As...
Key Resources
 The key resources block describes the most
important assets required to make your
business model work.
•

...
Key Activities
 The key activities block describes the most
important things a company must do to make
its business model...
Key Partnerships
 The key partnerships block describes the
network of suppliers and partners that make
your business mode...
Cost Structure
 The cost structure describes all the costs
incurred to operate a business model.
•

Cost Driven

•

Value...
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....
The canvas can be used as a
prototyping tool.
http://www.businessmodelgeneration.com/
Canvas Rules







You don’t write on the canvas (use post-its).
Everyone writes (no team boss).
One idea per post-...
You Have A Business Idea
Discuss as a group and put one business
model on the canvas.
Your business model as you currently see it.

Time: 20 Minute...
Who else could use your product?
Come up with every type of person you can imagine benefitting
from your product or servic...
How will they hear about it?
Come up with as many channels as you can, that you will use to
publicise and distribute the p...
Marketing vs. Sales?
You are either a marketing or sales driven company?
 Low Margin, High Volume (Consumer)
 High Margi...
How can you make your customers pay 10
times more?
 Come up with a way you could charge more for your
product/service.

...
Give the product away?
 Come up with a way you could give the core value of your
product away for free to your end users....
Now that you have thought of various
possibilities, discuss as a group a final
business model that you will test during th...
Now What?
In the past, you would now be
encouraged to turn your business models,
into business plans.
But this course, is different.
Alexander Osterwalder (2012)
http://www.businessmodelgeneration.com
All these hypotheses have to be tested
and validated with customers.
Thank You
&
See You Next Week
Business Model Design SP640
Business Model Design SP640
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Business Model Design SP640

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The third class of the SP640 enterprise and innovation course delivered at the University of Kent for final year students. In this class students learn about business model design.

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Transcript of "Business Model Design SP640"

  1. 1. Business Model Design Dr Tendayi Viki Follow Me: @tendayiviki
  2. 2. Business Model Design Documenting Your Plan A
  3. 3. Ash Maurya (2012) Running Lean
  4. 4. Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  5. 5. Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  6. 6. 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/
  7. 7. 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/
  8. 8. Channels  The channels block describes how a company reaches its target segments to deliver the value proposition. Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  9. 9. 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/
  10. 10. 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/
  11. 11. 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/
  12. 12. 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/
  13. 13. 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/
  14. 14. 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/
  15. 15. Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  16. 16. Osterwalder & Pigneur (2010) http://www.businessmodelgeneration.com/
  17. 17. 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.
  18. 18. The canvas can be used as a prototyping tool.
  19. 19. http://www.businessmodelgeneration.com/
  20. 20. Canvas Rules       You don’t write on the canvas (use post-its). Everyone writes (no team boss). One idea per post-it note (no lists!). Be concise and think in the present. Quantity over quality (no self-censoring). For double sided market use different colour post-its. Rob Fitzpatrick and Salim Virani (2012) http://www.foundercentric.com/
  21. 21. You Have A Business Idea
  22. 22. Discuss as a group and put one business model on the canvas. Your business model as you currently see it. Time: 20 Minutes Rob Fitzpatrick and Salim Virani (2012) http://www.foundercentric.com/
  23. 23. Who else could use your product? Come up with every type of person you can imagine benefitting from your product or service. Time: 15 Minutes Rob Fitzpatrick and Salim Virani (2012) http://www.foundercentric.com/
  24. 24. How will they hear about it? Come up with as many channels as you can, that you will use to publicise and distribute the product or service to your customers. Time: 10 Minutes Rob Fitzpatrick and Salim Virani (2012) http://www.foundercentric.com/
  25. 25. Marketing vs. Sales? You are either a marketing or sales driven company?  Low Margin, High Volume (Consumer)  High Margin, Low Volume (B2B) Which do you think you are? Now build a model to do the opposite! Time: 15 Minutes Rob Fitzpatrick and Salim Virani (2012) http://www.foundercentric.com/
  26. 26. How can you make your customers pay 10 times more?  Come up with a way you could charge more for your product/service.  How will this affect the rest of the business model? Time: 10 Minutes Rob Fitzpatrick and Salim Virani (2012) http://www.foundercentric.com/
  27. 27. Give the product away?  Come up with a way you could give the core value of your product away for free to your end users.  How would you make money?  How does this change the rest of the model Time: 10 Minutes Rob Fitzpatrick and Salim Virani (2012) http://www.foundercentric.com/
  28. 28. Now that you have thought of various possibilities, discuss as a group a final business model that you will test during this course and put that on the canvas. Your business model as you currently see it. Time: 15 Minutes Rob Fitzpatrick and Salim Virani (2012) http://www.foundercentric.com/
  29. 29. Now What?
  30. 30. In the past, you would now be encouraged to turn your business models, into business plans.
  31. 31. But this course, is different.
  32. 32. Alexander Osterwalder (2012) http://www.businessmodelgeneration.com
  33. 33. All these hypotheses have to be tested and validated with customers.
  34. 34. Thank You & See You Next Week
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