Business Model(Ob-)Ses sion
What we are talking abouttoday…
What we are NOT talkingabout today…
What else is important toknow?
Opinions not facts!        ?   „Some other guys“
What is a Business Model?
Environment / Market   ?              ?     Start-up      ?
A business model describesthe rationale of how anorganization creates,delivers, and captures value
Value                  PriceWhat the               What thecustomer gets          customer pays*                          ...
How does your business    make money?
Why you should personally         care!
DEADPOOL
Let‘s get started…
Right idea, right hands, right time = Luck
F. O. C. U. S.„If something is everything, it is nothing“   If you try to do everything, you will   probably end up achiev...
Back to business (model)
2 General ApproachesDesign   vs.   Emerging
vs.
Design   Emerging
?                                                              Université deStrategy                                      ...
It is a visual framework preformatted with 9 building blocks                               Source: www.businessmodelgenera...
The 9 Blocks
Customer Segment (CS)Defines the different groups of people ororganizations an enterprise aims to reachand serve  Key Ques...
The cinema is little more than afad. It’s canned drama. Whataudiences really want to see isflesh and blood on the stage.” ...
Value Propositions (VP) Describes the bundle of products and services that create value for a specific Customer SegmentKey...
Channels (CH)Describes how a company communicateswith and reaches its Customer Segments todeliver a Value PropositionKey Q...
C.A.C.       L.V.C.  1      :   ~4-6  X      :     1
Customer Relationships (CR)     Describes the types of relationships a     company establishes with specific     Customer ...
Revenue Streams (RS)    Represents the cash a company generates    from each Customer Segment (revenues –    costs = earni...
Key Resources (KR)  Describes the most important assets  required to make a business model workKey Question: What Key Reso...
Key Activities (KA)  Describes the most important things a  company must do to make its business  model workKey Question: ...
Key Partnerships (KP)  Describes the network of suppliers and  partners that make the business model  workKey Question(s):...
Cost Structure(CS)    Describes all costs incurred to operate a    business modelKey Question: What are the most important...
It wanted to be the „next Facebook“, before Facebook even existed
Source: www.businessmodelgeneration.com
Source: www.businessmodelgeneration.com
Source: www.businessmodelgeneration.com
Source: www.businessmodelgeneration.com
Prishtina,5.6. 2010
“90% of the time consumer Internet companies fail for 1reason: Inability to acquire and retain substantial numberof users....
Generate cash flows a.s.a.p.                          „Traction“ & Speed = keyKeep „burn rate“ low                        ...
„Falor, ergo sum“I err, therefore I am              - St. Augustine
Hopefullyyou nowunderstahdwhy I didchose thefailureapproach
Hopefully         There is ayou now        100% failureunderstahd      rate amongwhy I did         those whochose the     ...
Maybe younow alsounderstoodwhy the colourtheme is black(death) andwhite (life)
The single most importanttrait of entrepreneurs?
The single most importanttrait of entrepreneurs?         THEY TAKE ACTION!
Business Model Canvas session @ STARTup Live Vienna #5
Business Model Canvas session @ STARTup Live Vienna #5
Business Model Canvas session @ STARTup Live Vienna #5
Business Model Canvas session @ STARTup Live Vienna #5
Business Model Canvas session @ STARTup Live Vienna #5
Business Model Canvas session @ STARTup Live Vienna #5
Business Model Canvas session @ STARTup Live Vienna #5
Business Model Canvas session @ STARTup Live Vienna #5
Business Model Canvas session @ STARTup Live Vienna #5
Business Model Canvas session @ STARTup Live Vienna #5
Business Model Canvas session @ STARTup Live Vienna #5
Business Model Canvas session @ STARTup Live Vienna #5
Business Model Canvas session @ STARTup Live Vienna #5
Business Model Canvas session @ STARTup Live Vienna #5
Business Model Canvas session @ STARTup Live Vienna #5
Business Model Canvas session @ STARTup Live Vienna #5
Business Model Canvas session @ STARTup Live Vienna #5
Business Model Canvas session @ STARTup Live Vienna #5
Business Model Canvas session @ STARTup Live Vienna #5
Business Model Canvas session @ STARTup Live Vienna #5
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Business Model Canvas session @ STARTup Live Vienna #5

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Transcript of "Business Model Canvas session @ STARTup Live Vienna #5"

  1. 1. Business Model(Ob-)Ses sion
  2. 2. What we are talking abouttoday…
  3. 3. What we are NOT talkingabout today…
  4. 4. What else is important toknow?
  5. 5. Opinions not facts! ? „Some other guys“
  6. 6. What is a Business Model?
  7. 7. Environment / Market ? ? Start-up ?
  8. 8. A business model describesthe rationale of how anorganization creates,delivers, and captures value
  9. 9. Value PriceWhat the What thecustomer gets customer pays* *or someone elseWillingness to „buy“ Ability to „pay“
  10. 10. How does your business make money?
  11. 11. Why you should personally care!
  12. 12. DEADPOOL
  13. 13. Let‘s get started…
  14. 14. Right idea, right hands, right time = Luck
  15. 15. F. O. C. U. S.„If something is everything, it is nothing“ If you try to do everything, you will probably end up achieving nothing
  16. 16. Back to business (model)
  17. 17. 2 General ApproachesDesign vs. Emerging
  18. 18. vs.
  19. 19. Design Emerging
  20. 20. ? Université deStrategy Lausanne,Consultant Business Faculty „Some other guys“ Alexander Prof. Yves Pigneur Osterwalder Co-created by a crowd of 470 practitioners from 45 countries Source: www.businessmodelgeneration.com
  21. 21. It is a visual framework preformatted with 9 building blocks Source: www.businessmodelgeneration.com
  22. 22. The 9 Blocks
  23. 23. Customer Segment (CS)Defines the different groups of people ororganizations an enterprise aims to reachand serve Key Question: For whom are we creating value? Source: www.businessmodelgeneration.com
  24. 24. The cinema is little more than afad. It’s canned drama. Whataudiences really want to see isflesh and blood on the stage.” – Charlie Chaplin
  25. 25. Value Propositions (VP) Describes the bundle of products and services that create value for a specific Customer SegmentKey Question: What value do we deliver to the customer? Source: www.businessmodelgeneration.com
  26. 26. Channels (CH)Describes how a company communicateswith and reaches its Customer Segments todeliver a Value PropositionKey Question: Through which Channels do our Customer Segments want to be reached? Source: www.businessmodelgeneration.com
  27. 27. C.A.C. L.V.C. 1 : ~4-6 X : 1
  28. 28. Customer Relationships (CR) Describes the types of relationships a company establishes with specific Customer Segments Key Question: What type of relationship does each of ourCustomer Segments expect us to establish & maintain with them? Source: www.businessmodelgeneration.com
  29. 29. Revenue Streams (RS) Represents the cash a company generates from each Customer Segment (revenues – costs = earnings)Key Question: For what value are our customers really willing to pay? Source: www.businessmodelgeneration.com
  30. 30. Key Resources (KR) Describes the most important assets required to make a business model workKey Question: What Key Resources do our Value Propositions require? Source: www.businessmodelgeneration.com
  31. 31. Key Activities (KA) Describes the most important things a company must do to make its business model workKey Question: What Key Activities do our Value Propositions require? Source: www.businessmodelgeneration.com
  32. 32. Key Partnerships (KP) Describes the network of suppliers and partners that make the business model workKey Question(s): Who are our Key Partners? Who are our key suppliers? Source: www.businessmodelgeneration.com
  33. 33. Cost Structure(CS) Describes all costs incurred to operate a business modelKey Question: What are the most important costs inherent in our business model? Source: www.businessmodelgeneration.com
  34. 34. It wanted to be the „next Facebook“, before Facebook even existed
  35. 35. Source: www.businessmodelgeneration.com
  36. 36. Source: www.businessmodelgeneration.com
  37. 37. Source: www.businessmodelgeneration.com
  38. 38. Source: www.businessmodelgeneration.com
  39. 39. Prishtina,5.6. 2010
  40. 40. “90% of the time consumer Internet companies fail for 1reason: Inability to acquire and retain substantial numberof users. In isolation the founders can articulate areasonable value proposition, but in the real world cuttingthrough the clutter of the 3,000 advertisements per day thatthe average American is bombarded by is extraordinarilydifficult. There are only 24 hours in a day and most arealready claimed by family obligations, work, sleep andexisting entertainment options; even if you get a usersattention your new product needs to be so compelling thathe is willing to forego something else he is already investedin.” - Keith Rabois (worked at PayPal, LinkedIn, Slideshare and others)
  41. 41. Generate cash flows a.s.a.p. „Traction“ & Speed = keyKeep „burn rate“ low (Pre-)Seed: bottom-upThink but don‘t over-analyze Find „wrong paths“ quickly
  42. 42. „Falor, ergo sum“I err, therefore I am - St. Augustine
  43. 43. Hopefullyyou nowunderstahdwhy I didchose thefailureapproach
  44. 44. Hopefully There is ayou now 100% failureunderstahd rate amongwhy I did those whochose the never tryfailure because theyreapproach afraid to fail.
  45. 45. Maybe younow alsounderstoodwhy the colourtheme is black(death) andwhite (life)
  46. 46. The single most importanttrait of entrepreneurs?
  47. 47. The single most importanttrait of entrepreneurs? THEY TAKE ACTION!

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