10. For whom are we creating value?
Who are your most important customers?
Customer
segments
1) Everybody
who
you
create
value
for
2) Make
an
archetype/persona
of
every
segment
3) In
a
mulC-‐sided
plaEorm
every
segment
has
its
own
value
proposiCon
4) How
do
they
solve
the
problem
now?
What
does
it
cost?
Who are you creating value for?
Sketch your customers’ persona’s / archetypes
Describe a day out of their live
11. The core of your business model
The
Value
Proposi>on
1) Which
problem
are
you
solving,
or
which
need
are
you
fulfilling?
2) What
is
your
soluCon
to
solve
your
customers’
problem/need?
3) Which
customer
value
do
you
create
with
this
soluCon?
1. Which
problem
are
you
solving?
2. What
is
your
soluCon?
3. Which
customer
value
do
you
create?
12. Channels
• How
do
you
reach
your
customers?
• How
do
they
want
to
be
reached?
How
are
they
currently
reached
through
which
(distribuCon)
channels?
And
what
does
not
work
or
why
does
it
1) Communica+on
work?
2) Distribu+on
• How
much
do
you
channels
cost
you?
3) Technical
customer
service
13. Customer relationships
Customer
rela>onships
• How
do
you
want
to
relate
with
your
customer?
• How
will
you
engage
them
to
your
website
/
product?
• How
costly
is
your
relaConship?
• How
do
your
customers
currently
work
with
your
compeCtors?
What
does
not
work,
what
does
work?
1) The
type
of
relaConship
a
company
establishes
with
the
customer
2) How
inCmate
do
you
want
to
be
with
your
customers
3) AcquisiCon,
retenCon
and
upselling
1) What
type
of
relaConship
do
you
build
with
your
customer
2) How
inCmate
do
you
want
to
be
with
your
customers
3) AcquisiCon,
retenCon
and
upselling
14. Building blocks – revenue streams
Revenue
streams
1) Revenue
model
2) Actual
prices
15. Building blocks – key resources
Key
resources
1) Physical
2) Intellectual
3) Financial
4) Human
16. Building blocks – key activities
What
are
the
most
important
things
you
must
excell
at
in
order
to
create
and
deliver
the
value
proposiCon
and
to
moneCze
on
it.
18. Building blocks – cost structure
Cost
structure
1) Type
2) Amount
3) Fixed
/
variable
19. How NOT to use the business model canvas
1. As
a
subsCtuCon
for
a
business
plan
2. As
a
staCc
tool
3. As
a
goal
on
itself
4. As
a
part
of
your
presentaCon
5. As
a
blanks
exercise
6. Do
NOT
use
a
ballpoint
7. Do
NOT
use
the
examples
literally
8. Do
NOT
write
one
Value
ProposiCon
for
different
Customer
Segments
20. Great, such an exercise…
…but
what
is
it
worth?
Can
you
succesfully
execute
on
a
poster
full
of
guesses?
“No
business
plan
survives
first
contact
with
customers”
Steve
Blank
21. Work as a lean startup…
Learn
as
fast
as
possible
Create
maximum
value
for
your
customer
Have
strong
visions
and
are
rigourous
in
tesCng
Minimise
waste
23. Design
the experiment to test your
assumption
What
do
you
want
to
learn?
• Keep
it
simpel
• Pass/fail
experiment
• Set
minimum
criteria
for
validaCon
• Fast
test,
short
cycle
Cme
24. Minimum Viable Product (MVP)
An
MVP
is
the
minimum
amount
of
effort
creaCng
some
value
for
customers
and
needed
to
provide
speedy
feedback
to
determine
the
viability
of
a
product.
Can
be
a
mock-‐up,
video,
fast
prototype
(3D
prinCng),
restricted
service,
etc…
An
MVP
naturally
comes
in
later
stages
of
Customer
Development
as
it
is
a
rudimentary
soluCon
to
a
problem
worth
solving.
26. Where are the facts?
There
are
no
answers
inside
your
office
27. So, get out of the building
So
get
out
of
the
building!
28. Any questions ?
more information:
Marcellien.breedveld@utrechtinc.nl
www.utrechtinc.nl @UtrechtInc or @marcellien
30. Customer relationships
Customer
rela>onships
• How
do
you
want
to
relate
with
your
customer?
• How
will
you
engage
them
to
your
website
/
product?
• How
costly
is
your
relaConship?
• How
do
your
customers
currently
work
with
your
compeCtors?
What
does
not
work,
what
does
work?
32. How not to use the business model canvas
ProvocaCve,
aggressive,
Flying
Need
to
low
cost,
no
Passengers
Secondary
o2en
travel
customer
travelling
for
a
airport
mgt
easy
and
service
weekend/short
and
local
cheap
to
stay
abroad
government
nearby
places
Pay
only
for
Secondary
AviaCon
fuel
HR,
airports
value
taken
suppliers
airplanes
Cheap
Cckets
Website
Low
cost
structure,
Tickets
Bargaining
every
deal
Airport
subsidies
Airplanes,
HR
Luggage
check-‐in