Your SlideShare is downloading. ×
0
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Business modeling
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Business modeling

234

Published on

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
234
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
15
Comments
0
Likes
1
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. BUSINESS MODELING BASED ON BUSINESS MODEL GENERATION BY ALEX OSTERWALDER & YVES PIGNEUR Greg Horowitt T2 Venture Capital
  • 2. WHAT IS A BUSINESS MODEL? A business model is a way of articulating the flow and dependencies of how an organization creates, delivers and harvests value
  • 3. WHY IS THIS IMPORTANT? To organize your thoughts, understand options, assert hypotheses, and formulate ways to test them
  • 4. WHAT IS A BUSINESS CANVAS? A visual and flow form way of illustrating your business model
  • 5. Why business modeling vs. business planning? • Business plans are static documents and startups are dynamic • No business plan survives first contact with the customer (variation on Sun Tzu’s ‘Art of War’) • Companies without product and no sales must develop hypotheses and a way to test them • Your assumptions are more relevant to potential investors than a spreadsheet with financial models and a ‘hockey stick’ ramp • Able to remodel as you ‘pivot’
  • 6. CUSTOMER SEGMENTS which customers and users are you serving? which jobs do they really want to get done?
  • 7. VALUE PROPOSITIONS what are you offering them? what is that getting done for them? do they care?
  • 8. CHANNELS how does each customer segment want to be reached? through which interaction points?
  • 9. CUSTOMER RELATIONSHIPS what relationships are you establishing with each segment? personal? automated? acquisitive? retentive?
  • 10. REVENUE STREAMS what are customers really willing to pay for? how? are you generating transactional or recurring revenues?
  • 11. KEY RESOURCES which resources underpin your business model? which assets are essential?
  • 12. KEY ACTIVITIES which activities do you need to perform well in your business model? what is crucial? 12
  • 13. KEY PARTNERS which partners and suppliers leverage your model? who do you need to rely on?
  • 14. COST STRUCTURE what is the resulting cost structure? which key elements drive your costs?
  • 15. key activities value proposition customer relationships key partners customer segments cost structure revenue streams key resources channels 15 images by JAM
  • 16. building block building block building block building block building block building block g buildin block building block building block building block buildi ng block building block
  • 17. 9 Guesses Guess Guess Guess Guess Guess Guess Guess Guess Guess
  • 18. PATTERNS • • • • • Unbundling The Long Tail Multi-Sided Platforms Free Open Business Models
  • 19. Unbundling the Corporation John Hagel and Mark Singer • Three businesses in one • Customer relationship management • Product Innovation • Infrastructure management • Three economic imperatives • Economic • Competitive • Cultural • Examples • Banking • Telecommunicatioins
  • 20. The Long Tail • Selling less of more • Examples: Netflix, eBay, YouTube, Facebook • Lego, M&M
  • 21. Multi-sided Platforms • Brings together two or more separate, but connected groups of customers • Value is generated only if one group is present with another group • Example: eBay, Google, Apple iTunes and App Store, Pinterest • Network effect increases value
  • 22. Free • One set of customers can always benefit from free of • • • • charge offers Subsidized by another group Examples: Skype, Google, Pandora, Spotify, Facebook Upgrade to Freemium model (Skype, Mozy) Bait and Hook (most US cellular carriers, Gillette)
  • 23. Open Business Model • Use external innovation sources to grow business • Sell innovation to external partners • Can be inside-out, or outside-in • P&G • GSK (patent pools for underserved diseases) • Apple App Store
  • 24. DESIGN
  • 25. Ideation • Brainwriting and Brainwalking, Silly Cow, Worst Idea • Lateral Thinking (Atlasian’s FedEx day) • Using the 9 building blocks of the Canvas • What if? • Prototyping • Visual Thinking • Post-it™ Notes • Drawing • Storyboarding • Scenario planning
  • 26. STORYTELLING Give life to the intangible Create clarity Engage me
  • 27. STRATEGY
  • 28. PROCESS
  • 29. 5 Phases of Business Model Process • Mobilize • Understand • Design • Implement • Manage

×