Business model generation for it entrepreneurs

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  • Violonist case

Transcript

  • 1. Roald SieberathHOPE MIC Belgique
  • 2. We’re going to talk about :
  • 3. Who am I ?I used to : I studied business at :I (co-)launched startups : I work with startups :
  • 4. Main ideasWhat is a business model Why it’s importantBuilding blocks Startup is a different animalExemples & TEST !
  • 5. Violonist story Earned : 32$
  • 6. Violonist story II (the revenge)Joshua Bell
  • 7. Lessonfor Joshua (& gifted developers) Talent is not enough
  • 8. Some building blocks…missing
  • 9. Why Business Model matters ?
  • 10. The winner is……not the one …but the onewith the best with the besttechnology business model
  • 11. Introducing…
  • 12. Business Model : 9 building blocks
  • 13. Customer segments
  • 14. Value proposition
  • 15. Channels
  • 16. Customer relationships
  • 17. Revenue streams
  • 18. Key Resources
  • 19. Key Activities
  • 20. Key Partners
  • 21. Cost structure
  • 22. Recap
  • 23. Full model
  • 24. All right,what do I make of it ?
  • 25. Use it as a toolbox !
  • 26. Business Models need to be designed
  • 27. Business model canvas
  • 28. It’s visual
  • 29. It’s fun
  • 30. It’s a communication toolDevelopers Marketersare from are fromMars Venus
  • 31. You get to work with Post-It
  • 32. It’s becoming a lingua franca
  • 33. An easy way to share, discuss, adjust
  • 34. It’s…everywhere !
  • 35. Introducing… (Part 2)
  • 36. We used to think: a startup is a company, just smallerAnd should be managed in a similar way
  • 37. RealityA startup is a different animalManagement scienceshouldn’t be completely the same
  • 38. Another view: Steve Blanka company a startupsolves a solves anknown unknownproblem problem
  • 39. Waterfall modelProblem: known Solution: known
  • 40. Agile Development (XP)Problem: knowncustomer Solution: unknown
  • 41. Customer Development Data, feedback, insightsProblem: unknown Solution: unknownHyp, experiments, insights
  • 42. Generate multiple hypotheses
  • 43. TEST the hypotheses !
  • 44. Customer Development
  • 45. Lean startup cycle
  • 46. Adjust until you can prove it works !
  • 47. What is a “proof” ?
  • 48. a signed deal !
  • 49. So: get out of the building !
  • 50. Search (and find)the right business model Only then, “execute” !
  • 51. Pivot !
  • 52. Exemple : Djengo Cool startup Young founders Cool concept
  • 53. Djengo v.0.5 : C2C car-sharing(may 2010)Carsharing concept :- Between individual users- From anywhere to anywhere- ‘clearinghouse’ + social
  • 54. Djengo was going into a wall
  • 55. So Djengo pivoted…
  • 56. Djego v.1.0 : event car-sharingValue prop:Fixed destinationCustomers:Event organizersBMC : changedBetter !
  • 57. Djengo v.2.0 : B2B car-sharing• Changed again : – car-pooling for employees – Value proposition for companies – Different partners, relationships,• …
  • 58. Djengo : they now have a business !
  • 59. Business Model innovation Many sectors can be challenged & changed. Not so much technologically, But on their business model.
  • 60. Business Model innovationENIACFirst commercialcomputer15 Feb 1946
  • 61. Lessons(recap)
  • 62. 1. Business Model can win or kill your business
  • 63. 2. You need to design yourBusiness Model
  • 64. 3. Use it as acommunication tool
  • 65. 4. TEST your hypotheses
  • 66. 5. …by getting out of thebuilding !
  • 67. 6. PIVOT (if needed)
  • 68. 7. only then, execute !
  • 69. Understand this to avoid crashes
  • 70. Thank you !