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[How to make almost anything]
About Per Håkansson
• Accelerated learning experiences around tech innovation
and business transformation
• Guest lecturer at Hyper Island, LMU, UCLA…
• Google learning and development partner
• Previously early employee at Icon Medialab,Yahoo! & Blurb
• Living in San Francisco; enjoying tennis, food and travels
“There’s just a tremendous amount of craftsmanship in between a great idea
and a great product. And as you evolve that great idea, it changes and grows. It never
comes out like it starts because you learn a lot more as you get into the subtleties of it.
And you also ﬁnd there are tremendous tradeoffs that you have to make.”
–Steve Jobs in 1995
Ideas need help to see the light of day.
Instead of analysing needs and wants we
can feel into what we need help with.The
method is called “Job to be done”.
Exercise: Spend a few minutes individually,
writing down one thing you would need
help with per Post-it. Example: “Help me
clean make house”, “Help me get there”,
“Help me stay healthy”.
Exercise: Turn your idea into an intuitive user
experience in three screenshots.
The Business Model Canvas
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
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What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
is your business more
Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)
Value Driven (focused on value creation, premium value proposition)
Fixed Costs (salaries, rents, utilities)
Economies of scale
Economies of scope
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?
How do we raise awareness about our company’s products and services?
How do we help customers evaluate our organization’s Value Proposition?
How do we allow customers to purchase speciﬁc products and services?
How do we deliver a Value Proposition to customers?
5. After sales
How do we provide post-purchase customer support?
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?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our
Customer Segments expect us to establish
and maintain with them?
Which ones have we established?
How are they integrated with the rest of our
How costly are they?
Dedicated Personal Assistance
What Key Activities do our Value Propositions require?
Our Distribution Channels?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
types of resources
Intellectual (brand patents, copyrights, data)
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquairing from partners?
Which Key Activities do partners perform?
motivations for partnerships
Optimization and economy
Reduction of risk and uncertainty
Acquisition of particular resources and activities
What value do we deliver to the customer?
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?
Which customer needs are we satisfying?
“Getting the Job Done”
Product feature dependent
• Paid app downloads
• In-app purchases
• In-app subscription
• In-app advertising
• Out-of-app advertising
• Push advertising
• User conversion
Exercise: What’s your revenue model?
Exercise: Download “POP - Prototyping on Paper” from the
AppStore or Google Play.Turn your sketches into an interactive
experience by taking photos and then linking the features.
Demo: Each startup team gets 2-minutes to demo their prototype. Share your
“Job to be done”, demo your prototype and talk about viable revenue models.
Fail fast. Fail often. Fail better.
Exercise: Make a better prototype based on your own and
others feedback. Or maybe pivot and make something new.
If you are interested in learning more about Rapid Prototyping
please follow me on Twitter @perhakansson.