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Business Model Generation Toronto (#bmgenTO)
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Our city's business model thinkers came together on Monday, November 30, 2009 to delve into a book as innovative as its topic - Business Model Generation....

Our city's business model thinkers came together on Monday, November 30, 2009 to delve into a book as innovative as its topic - Business Model Generation.

Toronto held this first-of-its-kind meetup in the most organic way possible at the Centre for Social Innovation, with only 30% talk and 70% workshop powered by amazing community facilitators.

Learn more about this open, engaging and practical business model workshop at http://www.guestlistapp.com/events/7500.

* Search #bmgenTO on Twitter at http://www.search.twitter.com/search?q=bmgenTO.
* Get the book at http://www.businessmodelgeneration.com/.
* Contact me at http://www.sati.sh or http://www.twitter.com/skanwar.

Thanks to our sponsors JazLabs, Jet Cooper, Orange Rhino Media, and XCINO Inc.

More coming in 2010.

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Business Model Generation Toronto (#bmgenTO) Presentation Transcript

  • 1. TorontoBusiness Model Generation
    November 30, 2009
  • 2. Satish KanwarThe first rule of #bmgenTO is,you do not talk about #bmgenTO
  • 3. Welcome
    This is where Toronto’s
    business model thinkers converge
  • 4. #bmgenTO
    Don’t hesitate to tweet,
    talk, shout, take pictures, take videos, or
    just have a beer
  • 5. Facilitators
    Andrew Jenkins – Volterra Consulting
    Daniel Rose – Omakase Group
    David Edwards – Logical Business Systems
    John Sutherland – Ennova
    Michael Anton Dila – Torch Partnership
    Saul Kaplan – Business Innovation Factory
  • 6. Michael Anton DilaThe story behind Business Model Generationand why you should care
  • 7. WHO IS THAT GUY?
  • 8. WHAT IS A BM?
  • 9. ON THE SAME PAGE
  • 10. WHY NOW?
  • 11. BMGENING in TO
  • 12. BMGEN
  • 13. HERE’S JOHNNY
  • 14. John SutherlandHow to analyze existing business modelsand imagine new ones
  • 15. Why are you here?
  • 16. … to become better leaders
  • 17. What capabilities distinguish great leaders from others?
  • 18. . . . see more clearly, and with greater insight, where the future is headed
  • 19. . . . determine faster and with greater precision, how to best shape their business to capture that future
  • 20. . . . more quickly establish a shared understanding with crucial people so they all pull in the same direction.
  • 21. . . . implement faster the resultant change with less risk and greater rewards.
  • 22. As a result…
  • 23. . . .they shape their future.. . .the future does not shape them.
  • 24. What will you learn today?
  • 25. … a tool
  • 26. … shape a business to capture the future
  • 27. … establish a shared understanding
  • 28. What is this tool?
  • 29. . . . the business model canvas
  • 30. What is a business model?
    Let’s start with:
  • 31. “A business model describes how an entity organizes itself to create value and derive revenue.”
    Alex Osterwalder, PhD
  • 32. . . . a business model canvas is a blank slate of factors that define all the important elements of a business model
  • 33. . . . provokes questions whose answers show the critical relationships that exist in a business that drive it forward
  • 34. Exercise:
    Apple iPod circa 2001
    Goal:
    Working in your teams, map the iPod business
    model using the business model canvas.
    Instructions:
    Go to Wikipedia http://en.wikipedia.org/wiki/Ipod to get data about the development of the iPod.
    Map the business model as it existed on the day of its launch (Oct 23rd, 2001.)
    Answer these questions:
    What were they competing on
    At the time, what would have been the key drivers of their success.
    What economic advantage (if any) would they enjoy?
    How disruptive was it at the time? Why?
    Two teams post their answers
  • 35. Thank you and good luck!
  • 36. WorkshopNot much like Santa’s
  • 37. Exercise:
    Workshop
    Goal:
    You and your team will use the canvas to collaboratively create
    a business model.
    Options:
    Create a business model that opens up a new source of value in a commoditized business (ex: Zappos, Starbucks, Amazon).
    Create a business model that disrupts a healthy business with inflated economies (ex: craigslist, AravindEye Hospitals, Skype)
    Create a business model for a social enterprise that (ex: Grameen Bank, One Laptop per Child, Ashoka) which makes a product or service more accessible to masses of people and creates or in order to create social benefit
  • 38. Report & DiscussWhat went well andwhat didn’t go so well?
  • 39. Q & AWhat else is on your mind?
  • 40. Thank YouFinish the beer please