Business Model Generation - Part1: Canvas

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Business Model Generation - Part1: Canvas
Presentation of key concept of Business Model Generation Canvas presented in the www.businessmodelgeneration.com/book. With addition of Startup types and lifecycle from Startup Genome Report (http://startupgenome.cc/).

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  • v knjigi pri business modelih uporabljajo izraz patterns
  • povezala sem delitev iz CD (existing, resegmented, new) in BMG (existing-better, existing-niche, existing-cheaper, new)
  • Discovery = know your market and customer, define your value proposition
  • v fazi discovery/validation raziskujemo svoj trg in tipično stranko (uporabnika). kdo je, kakšen je, kakšne navade ima, kaj je njegov pain, kako ga rešiti. kakšna je njegova kupna moč in vrednotenje paina in koliko bo pripravljen plačati za našo rešitev/kakšno vrednost mu naša rešitev predstavlja.
  • najti moramo svoj segment strank in s tem tudi ugotovimo, na katerem trgu smo ter za koga ustvarjamo vrednost
  • Which problems are you helping to solve/which needs are you satisfying? ko najdemo in raziščemo svoj segment strank, lahko opredelimo našo vrednost - value proposition mora reševati pain naše tipične stranke - tako, da tudi ona ceni vrednost naše rešitve.
  • preko kanalov dosegamo stranke in stopamo v stik z njimi. izbira kanalov je odvisna of faze, v kateri je naš odnos s strankami (ustvarjanje zavedanja/prepoznavnosti, vrednotenje naše vrednosti, nakupni proces, “ delivery ” , poprodajne aktivnosti) kanali so lahko “ fizični ” ali “ virtualni ” in se lahko dopolnjujejo; web startupi imajo večinoma online-only kanale
  • s strankami moramo vzpostaviti razmerje. način, kako stopamo v odnos z njimi, je odvisen od našega produkta in trga. web startupi pogosteje vzpostavljajo odnos z “ automated services ” , digitalni kanali jim omogočajo online/virtual communities ipd., manj pa personal assistance
  • katere vire potrebujemo za ustvarjanje vrednosti?
  • s katerimi aktivnostmi ustvarjamo vrednost? web startupi večinoma s “ platformo ” . Activities pa ni le “produkcija”, so tudi ostale aktivnosti, s katerimi vrednost komuniciramo in zagotavljamo (preko kanalov) – marketing, prodaja/distribucija ...
  • Business Model Generation - Part1: Canvas

    1. 1. Business Model Generation Part1: Canvas <ul><li>Hekovnik, 23. 6. 2011 </li></ul><ul><li>Petra Oseli </li></ul>
    2. 2. <ul><li>Stanford University </li></ul><ul><li>Steve Blank </li></ul><ul><li>Business Model Foundry </li></ul><ul><li>4 Steps to Epiphany </li></ul><ul><li>Bussines Model Generation </li></ul><ul><li>Startup Genome Report </li></ul>
    3. 3. business model generation - the book www.businessmodelgeneration.com/book
    4. 4. business model <ul><li>“ ... describes the rationale of how an organization creates, delivers, and captures value” </li></ul>
    5. 5. business model generation - topics <ul><li>CANVAS </li></ul><ul><li>PATTERNS (MODELS) </li></ul><ul><li>DESIGN </li></ul><ul><li>STRATEGY </li></ul><ul><li>PROCESS </li></ul>
    6. 6. 1 - canvas
    7. 7. 9 building blocks Osterwalder & Pigneur (2010): Business Model Generation key activities key partners key resources cost structure revenue streams channels customer relationships customers
    8. 8. market type <ul><li>Existing market (faster/better) </li></ul><ul><li>Existing market (niche/cheaper)  Resegmented market </li></ul><ul><li>New market (new class of product/market / innovative/never existed) </li></ul>Q: Which market type are you in?
    9. 9. types of internet startups <ul><li>The Automizer </li></ul><ul><li>The Social Transformer </li></ul><ul><li>The Integrator </li></ul><ul><li>The Challenger </li></ul>Q: Which type is your startup? http://startupgenome.cc/
    10. 10. the Automizer <ul><li>self-service customer acquisition </li></ul><ul><li>consumer focused </li></ul><ul><li>product centric </li></ul><ul><li>fast execution </li></ul><ul><li>often automize a manual process </li></ul><ul><li>technology heavy founding teams perform better </li></ul><ul><li>biggest market </li></ul><ul><li>existing markets </li></ul><ul><li>need the least capital </li></ul>
    11. 11. the Social Transformer <ul><li>self-service customer acquisition </li></ul><ul><li>critical mass </li></ul><ul><li>runaway user growth </li></ul><ul><li>winner takes all market </li></ul><ul><li>complex ux </li></ul><ul><li>network effects </li></ul><ul><li>create new ways people to interact </li></ul><ul><li>need 50% longer than Automizer to reach scale stage </li></ul><ul><li>business heavy and balanced teams perform better </li></ul><ul><li>new markets, big markets </li></ul><ul><li>need more capital </li></ul><ul><li>large team growth, large user growth </li></ul>
    12. 12. the Integrator <ul><li>lead generation with inside sales rep </li></ul><ul><li>high certainty </li></ul><ul><li>product centric </li></ul><ul><li>early monetization, high percentage </li></ul><ul><li>SME focused </li></ul><ul><li>smaller markets </li></ul><ul><li>take innovation from consumer internet , rebuild for SB </li></ul><ul><li>business heavy and balanced teams perform better </li></ul><ul><li>existing markets (cheaper product) </li></ul><ul><li>small teams even when they scale </li></ul>
    13. 13. the Challenger <ul><li>enterprise sales, repeatable sales processes </li></ul><ul><li>high customer dependancy </li></ul><ul><li>complex and rigid markets </li></ul><ul><li>longest time to reach scale stage </li></ul><ul><li>biggest markets </li></ul><ul><li>business heavy teams perform better </li></ul><ul><li>existing markets (better product) or new markets </li></ul><ul><li>pivot a lot or not at all </li></ul><ul><li>large team growth at scaling stage </li></ul><ul><li>significantly more capital </li></ul><ul><li>high percentage user monetization </li></ul>
    14. 14. the startup * lifecycle <ul><li>Discovery </li></ul><ul><li>Validation </li></ul><ul><li>Efficiency </li></ul><ul><li>Scale </li></ul><ul><li>Profit Maximization </li></ul><ul><li>Renewal </li></ul>http://startupgenome.cc/ * valid for web startups Q: Do you move through these stages / in order? 6 Marmer stages milestones/thresholds avg. 18 months avg. 42 months
    15. 15. discovery/validation
    16. 16. know your typical customer market-segments value proposition customer relationships channels
    17. 17. customer segments
    18. 18. segmented multi-sided diversified niche market mass market
    19. 19. iPod market segment Q: For whom are you creating value?
    20. 20. value proposition
    21. 21. value proposition <ul><li>Newness </li></ul><ul><li>Performance </li></ul><ul><li>Customization </li></ul><ul><li>Getting the job done </li></ul><ul><li>Design </li></ul><ul><li>Brand/Status </li></ul><ul><li>Price </li></ul><ul><li>Cost reduction </li></ul><ul><li>Risk reduction </li></ul><ul><li>Accessibility </li></ul><ul><li>Convenience/Usability </li></ul>
    22. 22. iPod value proposition Q: What value do you deliver? Which problems are you helping to solve/which needs are you satisfying?
    23. 23. channels
    24. 24. channels
    25. 25. iPod channels Q: Through which channels do your customer segments want to be reached? How are you reaching them now?
    26. 26. customer relationships
    27. 27. customer relationships <ul><li>Personal assistance </li></ul><ul><li>Dedicated personal assistance </li></ul><ul><li>Self-service </li></ul><ul><li>Automated services </li></ul><ul><li>Communities </li></ul><ul><li>Co-creation </li></ul>
    28. 28. iPod customer relationships Q: What type of relationship do your segments expect to establish with them? Which ones have you established?
    29. 29. 9 building blocks Osterwalder & Pigneur (2010): Business Model Generation key activities key partners key resources cost structure revenue streams channels customer relationships customers
    30. 30. key resources
    31. 31. key resources <ul><li>Physical </li></ul><ul><li>Intellectual </li></ul><ul><li>Human </li></ul><ul><li>Financial </li></ul>
    32. 32. iPod key resources Q: What key resources does your value proposition require?
    33. 33. key activities
    34. 34. key activities <ul><li>Production </li></ul><ul><li>Problem solving </li></ul><ul><li>Platform/Network </li></ul>
    35. 35. iPod key activities Q: What key activities does your value proposition require?
    36. 36. key partnerships
    37. 37. key partnerships <ul><li>Motivations for creating partnerships: </li></ul><ul><ul><li>Optimization and economy of scale </li></ul></ul><ul><ul><li>Reduction of risk and uncertainty </li></ul></ul><ul><ul><li>Acquisition of particular resources and activities </li></ul></ul>
    38. 38. iPod key partnerships Q: Who are your key partners/suppliers?
    39. 39. efficiency vs. value left canvas EFFICIENCY right canvas VALUE
    40. 40. 9 building blocks Osterwalder & Pigneur (2010): Business Model Generation key activities key partners key resources cost structure revenue streams channels customer relationships customers
    41. 41. revenue streams <ul><li>Asset sale </li></ul><ul><li>Usage fee </li></ul><ul><li>Subscription fee </li></ul><ul><li>Lending/Renting/Leasing </li></ul><ul><li>Licensing </li></ul><ul><li>Brokerage fees </li></ul><ul><li>Advertising </li></ul>cost structure <ul><li>Cost-driven </li></ul><ul><li>Value-driven </li></ul><ul><li>Fixed costs </li></ul><ul><li>Variable costs </li></ul><ul><li>Economies of scale </li></ul><ul><li>Economies of scope </li></ul>
    42. 42. iPod canvas
    43. 43. how to use this model? (testimonials) <ul><li>Translate your business plans into the business processes </li></ul><ul><li>I used the canvas to do a reality check for my new startup </li></ul><ul><li>Allowed me to establish a common language and framework with colleagues </li></ul><ul><li>Assists me to remind the teams to think holistically </li></ul>
    44. 45. questions <ul><li>For whom are you creating value? Who are your most important customers? </li></ul><ul><li>What value do you deliver? Which problems are you helping to solve/which needs are you satisfying? </li></ul><ul><li>What type of relationship do your segments expect to establish with them? Which ones have you established? </li></ul><ul><li>Through which channels do your customer segments want to be reached? How are you reaching them now? </li></ul><ul><li>What key activities does your value proposition require? </li></ul><ul><li>What key resources does your value proposition require? </li></ul><ul><li>Who are your key partners/suppliers? </li></ul><ul><li>For what value are your customers really willing to pay? How are they currently paying? </li></ul><ul><li>What are your most important costs? Which key resources/activities are most expensive? </li></ul>

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