How to Design an Effective Business Model
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How to Design an Effective Business Model

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30-minute lecture for idExpress, NOVU & dutch in Dialogues House Amsterdam on June 22, 2011

30-minute lecture for idExpress, NOVU & dutch in Dialogues House Amsterdam on June 22, 2011

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How to Design an Effective Business Model How to Design an Effective Business Model Presentation Transcript

  • How to design an effectivebusiness modeliDexpress, NOVU & dutch
  • The next 30 minutes will provide you with insightson how to design effective business modelswith both business logic and creative instinct
  • Strategy Consultant: 80% corporate/executive + 20% start-up/new ventures2011 Publishers, broadcasters, retailers and technology companies2009 Entertainment, telecom and television production companies 7%2007 Travel and leisure, architecture, fashion 3% 34% and professional services companies Industrial manufacturing, (bio-)2005 technology, science and education, banking and insurance companies2003 Aviation, automotive, engineering and construction companies 41% 14% Retail and FMCG High-tech industry Media and technology Creative industry Professional servicesLet me introduce myself
  • Goal to learn how to design effective business models1.Let’s meet the canvas >>> and your greatest challenges2.Let’s think services >>> and use your creative instinct3.Let’s talk business >>> and bring in your business logic
  • 1 The canvas the players, the game
  • Let’s meet the canvas
  • uire? What value do we deliver to the customer? What type of relationship doe Which one of our customer’s problems are we helping to solve? Segments expect us to establ What bundles of products and services are we offering to each Customer Segment? Which ones have we establish Which customer needs are we satisfying? How are they integrated with How costly are they? Greatest challenge: Customer orientation and service innovationquire? Through which Channels do o
  • What Key Activities do our Value Propositions require? What value do we deliver to t Our Distribution Channels? Which one of our customer’s pners? Customer Relationships? What bundles of products and Revenue streams? Which customer needs are we Greatest challenge: Process innovation and automation
  • What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?Greatest challenge:Human resources
  • Who are our Key Partners? What Key Activities do our Val Who are our key suppliers? Our Distribution Channels? Which Key Resources are we acquiring from partners? Customer Relationships? Which Key Activities do partners perform? Revenue streams?Greatest challenge:Managing alliances
  • What are the most important costs inherent in our business model?Which Key Resources are most expensive?Which Key Activities are most expensive? Greatest challenge: Productivity and cost control
  • The Business Model Canvas4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Revenue Streams? How are we reaching them now? Resources How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Cost Revenue Structure expensive? Streams pay? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently Which Key Activities are most How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • How to design an effectivebusiness modeliDexpress, NOVU & dutchWrap up left-hand side of the business model1. Greatest challenge for your value proposition >>> customer orientation and service innovation2. Greatest challenge for your key activities >>> process innovation and automation3. Greatest challenge for your key resources >>> human resources4. Greatest challenge for your key partners >>> managing alliances5. Greatest challenge for your cost structure >>> productivity and cost control
  • k BreaLet’s describe your nightmare competitor
  • BreakGoal imagine your ultimate competitor1. Think of a competitor with unlimited resources and working capital >>> don’t rely on the past2. This competitor has as many valuable relationships as you have >>> forget any market barriers3. This competitor is operational in business today >>> let go of the status quo4. What would this ultimate competitor look like and how would he act?5. What would you do to deal with this competitor (e.g. prevent/defense/become/...)?5 minutes, individually
  • Let’s play
  • Goal to learn how to design effective business models1.Let’s meet the canvas >>> and your greatest challenges2.Let’s think services >>> and use your creative instinct3.Let’s talk business >>> and bring in your business logic
  • 2 Service the concept
  • Let’s think services
  • uire? What value do we deliver to the customer? What type of relationship doe Which one of our customer’s problems are we helping to solve? Segments expect us to establ What bundles of products and services are we offering to each Customer Segment? Which ones have we establish Which customer needs are we satisfying? How are they integrated with How costly are they? Greatest challenge: Customer orientation and service innovationquire? Through which Channels do o
  • What type of relationship does each of our Customer For whom are we creating valping to solve? Segments expect us to establish and maintain with them? Who are our most important cering to each Customer Segment? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? Greatest challenge: Establish relationships
  • Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Greatest challenge: Create multiple touch-pointswhat value are our customers really willing to pay?what do they currently pay? are they currently paying?
  • No.mer For whom are we creating value?th them? Who are our most important customers?ness model? Greatest challenge: Value-driven innovation
  • For what value are our customers really willing to pay?For what do they currently pay?How are they currently paying?How would they prefer to pay?How much does each Revenue Stream contribute to overall revenues? Greatest challenge: Usage, subscription, licensing models This work is licensed under the Creative Commons Attribution-Sh To view a copy of this license, visit http://creativecom or send a letter to Creative Commons, 171 Second Street, Suite 300, San Fra
  • The Business Model Canvas4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Revenue Streams? How are we reaching them now? Resources How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Cost Revenue Structure expensive? Streams pay? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently Which Key Activities are most How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • How to design an effectivebusiness modeliDexpress, NOVU & dutchWrap up right-hand side of the business model1. Greatest challenge for your value proposition >>> customer orientation and service innovation2. Greatest challenge for your customer relationships >>> establish relationships3. Greatest challenge for your channels >>> create multiple touch-points4. Greatest challenge for your customer segments >>> value-driven innovation5. Greatest challenge for your revenue streams >>> usage, subscription, licensing models
  • ds TrenLet’s discuss the impact of trends in your markets
  • Trends
  • “ The global emerging middle class now stands at two billion people who spend USD 6.9 trillion a year, a figure which is expected to rise to USD 20 trillion - twice current US consumption - by 2020. ” Source: McKinsey, July 2010Let’s illustrate
  • “The top ten value creators in the Boston Consulting Group’s 712-company sample are all from Asia: five companies listed on stock exchanges in China, two in Hong Kong, and one each in India, Indonesia, and South Korea. ” Source: Boston Consulting Group, September 2010Let’s illustrate
  • “The US ranked 24th out of 25 markets around the world in an examination of green consumer habits around the world. Approximately two in three Americans perceive green products to be too costly and one-third believes they don’t work as well as “regular” products. ” Source: GfK Roper, October 2010Let’s illustrate
  • “ Consumers from emerging markets in the Asian region are more willing to pay more for green products. Nearly 95% of Thai consumers, 90% of Chinese consumers and over 80% of Malaysian and Korean consumers are willing to pay more, yet less than 60% of consumers from other Asia- Pacific markets such as Hong Kong and Australia exhibit willingness to pay more. ” Source: Datamonitor, December 2010Let’s illustrate
  • “A national survey of 1,800 independent businesses in the US found that 80% said public awareness of the value of choosing locally owned businesses had increased in the last year. ” Source: ABA, January 2010Let’s illustrate
  • “ Between the year 2010 and 2040, the global population age 65 and older is expected to rise from 530 million to 1.3 billion. ” Source: US Census Bureau, March 2010Let’s illustrate
  • “ The number of non-employer (single person) businesses in the US, with an income greater than USD 1,000 (often secondary sources of income) increased by 40.5% in the ten years from 1997 to 2007. ” Source: US Census Bureau, June 2010Let’s illustrate
  • “ An average of 78% of consumers in the US, UK, Canada, Brazil, India and China say they are willing to co-create with brands. ” Source: IBM, January 2010Let’s illustrate
  • “ Each year, global consumers make more than 500 billion online impressions on one another regarding products and services. ” Source: Forrester, September 2010Let’s illustrate
  • How to design an effectivebusiness modeliDexpress, NOVU & dutchService design process1. Discover >>> goals, strategy, context and customer journey2. Conceptualize >>> experiences from end-users to personnel3. Design >>> touchpoints, service system, look-and-feel4. Build >>> platform, physical locations, media, training5. Deliver >>> organise, communicate, evaluate
  • Goal to learn how to design effective business models1.Let’s meet the canvas >>> and your greatest challenges2.Let’s think services >>> and use your creative instinct3.Let’s talk business >>> and bring in your business logic
  • 3 Business the models
  • Let’s talk business
  • Holland Container The Business Model Canvas Innovations4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? Who are our key suppliers? Research & What Key Activities do our Value Propositions require? Our Distribution Channels? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? For whom are we creating value? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? The European develop Revenue streams? Which customer needs are we satisfying? Foldable How are they integrated with the rest of our business model? Fast, save, easy How costly are they? World transport Research & Commission prototype container and strong system (USA, develop next version EU, ASIA) Delft University of Reduce storage ? Marketing Technology costs (-/- 25%) ? YES!Delft KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Reduce Channelsour Customer Segments Through which Channels do want to be reached? Revenue Streams? How are we reaching them now? incubator Resources repositioning How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? costs (-/- 25%) How are we integrating them with customer routines? Design (ISO standards, Competitive ? CSC safety) advantage for customers Cost Revenue Structure expensive? Streams pay? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently Which Key Activities are most How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Growth of Need to reduce ? containerized CO2 ? transport This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • Ampelmann The Business Model Canvas4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Which Key Resources are we acquiring from partners? Understand Our Distribution Channels? Customer Relationships? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Segments expect us to establish and maintain with them? Which ones have we established? Who are our most important customers? Delft Which Key Activities do partners perform? Revenue streams? motion Ship-based Which customer needs are we satisfying? Quality Health How are they integrated with the rest of our business model? How costly are they? Users of University of compensation self stabilizing Safety accomodation Technology platform Environment vessels Develop, construct, Offshore ASMS and FMEA (safe, Offshore Shell lease, sale access easy, fast) installation solutions Offshore maintenance KeyResources do ourCustomer Relationships? Channelsour Customer Segments Offshore What Key Our Distribution Channels? Value Propositions require? Reduce Through which Channels do want to be reached? Revenue Streams? Resources How are we reaching them now? intervention Boskalis necessity for How are our Channels integrated? Which ones work best? Offshore Reduce jack-ups Which ones are most cost-efficient? Employees How are we integrating them with customer routines? decommis- necessity for Reduce sioning jobs semi-subs necessity for ? helicopters SMIT Oil and mining Ampelmann companies system Cost Revenue Structure expensive? Streams pay? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently Which Key Activities are most How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? ? ? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • Ideas for inspiration
  • BreakGoal share your most valued strategy book1. Decide on your most valued strategy book >>> be ready to explain why2. Ask your neighbor for his/her business card >>> and find one of your own3. Promise you will send him/her your most valued strategy book, as long as it is reciprocal >>> and share your experience in 2 minutes5 minutes, couples
  • Thank you >>> final thoughts
  • The importance of first drafts of new ideas
  • Facilitation to challenge assumptions
  • And visualisation of your business model
  • How to design an effectivebusiness modeliDexpress, NOVU & dutchPitfalls in business model innovation1. Executives focus too much on the content of the business model, without creating a shared language in a facilitated innovation process >>> create a shared language2. Executives regenerate successes from the past >>> speak out and challenge assumptions3. Executives are unable to be open to new ideas from others, because they are not at ease with letting go (some) of their control on the strategy formulation process >>> be brave and embrace others ideas4. Executives want perfect results >>> perceive results as first drafts5. Executives want to go too fast, because once a common language is shared the enthusiasm rises and new ideas keep arriving at the scene >>> invite a facilitator, create and reflect
  • Use all the knowledge you already have!Combine creative instinct with business logic...and design effective business models for your ideas!Ouke Artsouke.arts@thaesis.nl@oukearts+31642266233
  • i New models for inspiration
  • 10 New Business Models for this Decade1. Localized Low-Cost Business Model beta2. One-Off Experience Business Model beta3. Beyond Advertising Business Model beta4. Markets Are Conversations Business Model beta5. Low-Budget Innovation Business Model beta6. Community-Funded Business Model beta7. Sustainability-Focused Business Model beta8. Twisted Freemium Business Model beta9. Unlimited Niches Business Model beta10. In-Crowd Customers Business Model beta
  • Localized Low-Cost Business Model
  • The Business Model Canvas Localized Low-Cost Business Model4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Independent Which Key Resources are we acquiring from partners? Customer Relationships? Simple, small What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Higher incomes Which Key Activities do partners perform? Revenue streams? Cost efficient Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? product/service and cheap in emerging procurement designers product/service markets Lower customer expectations Standardized Marketing Lower-incomes Minimum local micro and quality in emerging specifications producers management markets KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Income Channelsour Customer Segments Through which Channels do want to be reached? Metropolitan Revenue Streams? How are we reaching them now? Resources generating/self- How are our Channels integrated? Which ones work best? areas in Which ones are most cost-efficient? sustaining How are we integrating them with customer routines? mature markets Energy efficient Brands distribution via local vendors Other areas in mature markets Cost Revenue Structure expensive? Streams pay? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently Which Key Activities are most How are they currently paying? How would they prefer to pay? Micro financed How much does each Revenue Stream contribute to overall revenues? Low prices x Low costs local banks/ High volumes foundations Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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  • One-Off Experience Business Model
  • The Business Model Canvas One-Off Experience Business Model4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Customer Relationships? Revenue streams? 3rd party What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? Which ones have we established? How are they integrated with the rest of our business model? Customers in Offline event Software How costly are they? Instant see-hear-buy markets of organizers development consuming product/service abundance Conversation Experience Offline pop-up One-off Instant engagement seeking commerce experiences contributing and initiative customers KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Revenue Streams? How are we reaching them now? Online retailers Resources How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Software Online channels platform Cost Revenue Structure expensive? Streams pay? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently Which Key Activities are most How are they currently paying? How would they prefer to pay? Online presence Commissions How much does each Revenue Stream contribute to overall revenues? Commissions Hosting costs and findability pop-up instant online costs commerce retail Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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  • Beyond Advertising Business Model
  • The Business Model Canvas Beyond Advertising Business Model4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Facilitate Which customer needs are we satisfying? Research, How are they integrated with the rest of our business model? Customers in Commercial Trusted product/ How costly are they? sharing and compare, mature partners service advice contributing review markets Public Facilitate On-demand Individuals partners interacting interaction KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Customers in Revenue Streams? How are we reaching them now? Review portals Resources How are our Channels integrated? Which ones work best? emerging Which ones are most cost-efficient? How are we integrating them with customer routines? markets Facilitation skills Online channels Cost Revenue Structure expensive? Streams pay? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently Which Key Activities are most How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Content Online findability Facilitators management Facilitation fees Commissions costs costs Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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  • Markets Are Conversations Business Model
  • The Business Model Canvas Markets Are Conversations Business Model4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Real-time Modular and Which customer needs are we satisfying? Find, follow, How are they integrated with the rest of our business model? Media How costly are they? Engaged tracking and beta products/ interact and companies customers conversing services collaborate Product/service Non-engaged improvement customers and innovation KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Revenue Streams? How are we reaching them now? Resources How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Social media Online social skilled networks employees Cost Revenue Structure expensive? Streams pay? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently Which Key Activities are most How are they currently paying? How would they prefer to pay? Lower product/ How much does each Revenue Stream contribute to overall revenues? Higher recurrent service failure revenues costs Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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  • Low-Budget Innovation Business Model
  • The Business Model Canvas Low-Budget Innovation Business Model4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? Free / How are they integrated with the rest of our business model? Local customer Customer Co-created How costly are they? personalized Early adopters communities observation products samples Global trend Customer Followers trackers participation KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Revenue Streams? How are we reaching them now? Resources How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Customer Offline behavior Online channels development intelligence labs Cost Revenue Structure expensive? Streams pay? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently Which Key Activities are most How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Lower product Higher new development product success costs rate Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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  • Community-Funded Business Model
  • The Business Model Canvas Community-Funded Business Model4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? Media Fund Community- Community How costly are they? Believers companies management funded products membership Community Producers Suppliers management KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Revenue Streams? Resources How are we reaching them now? How are our Channels integrated? Buyers Distributors Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Online Community community Retail stores intelligence platform Cost Revenue Structure expensive? Streams pay? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently Which Key Activities are most How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Distribution Supplier Marketing costs Production costs Product sales Interest costs subscriptions Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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  • Sustainability-Focused Business Model
  • The Business Model Canvas Sustainability-Focused Business Model4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? Sustainable What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Ecological Which Key Activities do partners perform? Ecological Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? Customers in products/ organizations impact research mature markets services Green storytelling Customers in Green Governments Green status emerging marketing markets KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Revenue Streams? How are we reaching them now? Resources How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Brand defining Product/service Retail stores employees design Cost Revenue Structure expensive? Streams pay? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently Which Key Activities are most How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Research Sustainable Government Marketing costs costs premiums grants Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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  • Twisted Freemium Business Model
  • The Business Model Canvas Twisted Freemium Business Model4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Open source Which Key Resources are we acquiring from partners? Customer Relationships? Free open What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Self-service and Which Key Activities do partners perform? Product support Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? Self-service development source based access to services customers community product platform Product Continuously Paying versioning serviced product customers and testing KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Revenue Streams? How are we reaching them now? Resources How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Open source Online platform Local branches product Cost Revenue Structure expensive? Streams pay? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently Which Key Activities are most How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Platform Sales Distribution Professional development costs costs subscription costs Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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  • Unlimited Niches Business Model
  • The Business Model Canvas Unlimited Niches Business Model4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Platform Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? Niche content Unlimited scope How costly are they? Mass- Many niche management providers of niche content customized segments and promotion User generated Content Niche content Service delivery content production tools providers KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Revenue Streams? How are we reaching them now? Resources How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Platform Online channels Cost Revenue Structure expensive? Streams pay? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently Which Key Activities are most How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Platform Platform Platform Low volumes x development management promotion unlimited items Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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  • In-Crowd Customers Business Model
  • The Business Model Canvas In-Crowd Customers Business Model4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? In-crowd Brand Selective Status triggering Extremely How costly are they? customers in ambassadors marketing product/service personalized mature markets Social and Social and Production/ cultural cultural service delivery agencies experiences KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Personal Channelsour Customer Segments Through which Channels do want to be reached? Revenue Streams? How are we reaching them now? Resources in-crowd How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? encounters Brand Offline networks Cost Revenue Structure expensive? Streams pay? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently Which Key Activities are most How are they currently paying? How would they prefer to pay? Production/ How much does each Revenue Stream contribute to overall revenues? Ambassador Highest margin service delivery marketing costs prices costs Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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