20140314 #BMgen @ START summit in St. Gallen, Switzerland
 

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20140314 #BMgen @ START summit in St. Gallen, Switzerland

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START Summit invited us for the second time and this year we held an intensive 2hr #BMGen Workshop. ...

START Summit invited us for the second time and this year we held an intensive 2hr #BMGen Workshop.
We brought 10 black-boxes containing an industry with a specific challenge. By using the business model canvas it was the assignment to visualize the business model from the past as well as the future.

http://www.startglobal.org/speakers/bouwsma/
START Summit | START global
The START Summit is the biggest student organized entrepreneurship conference in Switzerland. Last year, over 400 guests – students, speakers, investors and start ups – came to the University of St. Gallen from all over Europe to be inspired, to learn and to meet like-minded people. We have two main motivations: on the one hand, we want to spread the entrepreneurship spirit among young, motivated people. True to this’ theme, “don’t be afraid to fail”, we want to inspire future founders to dare implement their ideas, no matter how unlikely success may seem. There are so many great ideas out there and we believe they all deserve to see the light of day.
Of course, this is easier said than done. So we also want to give you the tools and skills you will need to make it in the start up world. Workshops will provide hands on insights in everyday problems and challenges and you will get the chance to meet possible co-founders or team members and, of course, investors.

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20140314 #BMgen @ START summit in St. Gallen, Switzerland Presentation Transcript

  • 1. © Vujàdé Ltd. – Supporting Forward Thinking Jasper Bouwsma Founder & CEO Vujàdé Ltd. St. Gallen, Switzerland 2014.03.14 Photoby:VujàdéLtd–JasperBouwsma BUSINESS MODEL GENERATION A common language to develop and discuss business models in teams
  • 2. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking INTERESTED?SEND YOUR MOTIVATION WITH CV TO contact@vujade.com INTERNSHIP
  • 3. © Vujàdé Ltd. – Supporting Forward Thinking 3 Vu-jà-dé Vujàdé is the opposite of deja vu and gives the impression that something has not yet taken place, or has never been there. Vujàdé is the opposite of deja vu and gives the impression that something has not yet taken place, or has never been there. In other words, Vujàdé stands for innovation. Photo by: Vujàdé Ltd – Jasper Bouwsma Photoby:VujàdéLtd–JasperBouwsma
  • 4. © Vujàdé Ltd. – Supporting Forward Thinking WHO WE ARE Photoby:VujàdéLtd.–JasperBouwsma www.vujade.com WHAT WE DO
  • 5. © Vujàdé Ltd. – Supporting Forward Thinking 5 Photoby:VujàdéLtd–JasperBouwsma
  • 6. © Vujàdé Ltd. – Supporting Forward Thinking 1. CORPORATE CONSULTING 2. START-UP SUPPORT 3. INCUBATION À PROPOS Photo by: Vujàdé Ltd – Jasper Bouwsma
  • 7. © Vujàdé Ltd. – Supporting Forward Thinking Vujàdé unterstützt Entrepreneure, Start-ups und etablierte Unternehmen bei der erfolgreiche Weiterentwicklung und Vermarktung deren Innovationen. Durch die Kombination von diversen Start-up und Firmenerfahrungen bringt Jasper einmalige Einsichten in Innovationsstrategie, den typischen Fehltritten und die Erfolgsfaktoren mit. Jasper, geboren und aufgewachsen in Holland, studierte International Business an der Universität Maastricht (NL) und an der Universität Fribourg (CH). Zusätzlich belegte er Kurse in Innovationsstrategie und Management am MIT Sloan in Boston (USA) und am Stanford Research Institute in Menlo Park (USA). Bis 2008 arbeitete er für den Schweizer Telekommunikationsanbieter Swisscom, wo er die Inkubationsaktivitäten als “Head of Incubation” initiierte und führte. Im Herbst 2008 hat er die Vujàdé Ltd. gegründet. Jasper lebt mit seiner Frau, zwei Töchtern und einem Sohn in der Nähe von Bern. Jasper Bouwsma Founder & CEO Vujàdé Ltd. Photo by: Vujàdé Ltd – Jasper Bouwsma
  • 8. © Vujàdé Ltd. – Supporting Forward Thinking 8 À PROPOS YOU CAN DOWNLOAD THIS PRESENTATION: WWW.SLIDESHARE.NET/VUJADE
  • 9. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking TOPIC OUR FOR THE NEXT 120’
  • 10. © Vujàdé Ltd. – Supporting Forward Thinking Slide |Slide |© Vujàdé Ltd. – Supporting Forward Thinking 10 Business Modeling
  • 11. © Vujàdé Ltd. – Supporting Forward Thinking Slide |Slide |© Vujàdé Ltd. – Supporting Forward Thinking 11 Business Modeling
  • 12. © Vujàdé Ltd. – Supporting Forward Thinking Slide |Slide | 12 Alexander Osterwalder A Swiss Business Book author.
  • 13. © Vujàdé Ltd. – Supporting Forward Thinking Slide |Slide |© Vujàdé Ltd. – Supporting Forward Thinking 13 Insert Photo of book with Jasper’s Name. Co-Created by 470 practitioners from 45 countries.
  • 14. © Vujàdé Ltd. – Supporting Forward Thinking AGENDA PITCH & REFLECT A NEW GENERATION THE BUSINESS MODEL GENERATION LET’S GET TO WORK: 10 CASES 10 GROUPS I II III Photoby:VujàdéLtd–JasperBouwsma
  • 15. © Vujàdé Ltd. – Supporting Forward Thinking AGENDA PITCH & REFLECT A NEW GENERATION THE BUSINESS MODEL GENERATION LET’S GET TO WORK: 10 GROUPS, 10 CASES I II III Photoby:VujàdéLtd–JasperBouwsma
  • 16. © Vujàdé Ltd. – Supporting Forward Thinking AGENDA II III1 2 3 BUSINESS MODEL GENERATION I Photoby:VujàdéLtd–JasperBouwsma
  • 17. © Vujàdé Ltd. – Supporting Forward Thinking AGENDA II III1 2 3 BUSINESS MODEL GENERATION I Photoby:VujàdéLtd–JasperBouwsma
  • 18. © Vujàdé Ltd. – Supporting Forward Thinking 1 QUESTION HOW MUCH DOES 1KG COFFEE COST ?
  • 19. © Vujàdé Ltd. – Supporting Forward Thinking Alexander Osterwalder www.businessmodelgeneration.com
  • 20. © Vujàdé Ltd. – Supporting Forward Thinking Alexander Osterwalder www.businessmodelgeneration.com CHF6.95
  • 21. © Vujàdé Ltd. – Supporting Forward Thinking Alexander Osterwalder www.businessmodelgeneration.com CHF95.-
  • 22. © Vujàdé Ltd. – Supporting Forward Thinking Alexander Osterwalder www.businessmodelgeneration.com WHY HAS NESPRESSO BEEN SO SUCCESSFUL? ?
  • 23. © Vujàdé Ltd. – Supporting Forward Thinking Alexander Osterwalder www.businessmodelgeneration.com NESPRESSO CHANGED THE BUSINESS MODEL FOR COFFEE
  • 24. © Vujàdé Ltd. – Supporting Forward Thinking Alexander Osterwalder www.businessmodelgeneration.com RESULT 2012 USD4.0B (BY A SINGLE PRODUCT…)
  • 25. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking BUZZ GROUP
  • 26. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking DISCUSS & DESCRIBE WHAT YOU THINK NESPRESSO’S BUSINESS MODEL IS.
  • 27. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking 1’
  • 28. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking BUZZZZZZZ
  • 29. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking OC NES DS
  • 30. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking PLEASE EXCUSE MYFRENCH
  • 31. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking BUT THAT IS BLAH BOARD ROOM BLAH BLAH
  • 32. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking BULL SHITBINGO
  • 33. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking Business Model Canvas: Creating a common language for business modeling.
  • 34. © Vujàdé Ltd. – Supporting Forward Thinking AGENDA II III1 2 3 BUSINESS MODEL GENERATION I Photoby:VujàdéLtd–JasperBouwsma
  • 35. © Vujàdé Ltd. – Supporting Forward Thinking
  • 36. © Vujàdé Ltd. – Supporting Forward Thinking Alexander Osterwalder www.businessmodelgeneration.com
  • 37. © Vujàdé Ltd. – Supporting Forward Thinking THE BUSINESS MODEL CANVAS Alexander Osterwalder www.businessmodelgeneration.com COST STRUCTURE REVENUE STREAMS KEY PARTNERS KEY ACTIVITIES KEY RESOURCES CHANNELS CUSTOMER SEGMENTS CUSTOMER RELATIONSHIP VALUE PROPOSITIONS THE BUSINESS MODEL CANVAS
  • 38. © Vujàdé Ltd. – Supporting Forward Thinking THE BUSINESS MODEL CANVAS Alexander Osterwalder www.businessmodelgeneration.com COST STRUCTURE REVENUE STREAMS KEY PARTNERS KEY ACTIVITIES KEY RESOURCES CHANNELS CUSTOMER SEGMENTS CUSTOMER RELATIONSHIP VALUE PROPOSITIONS THE BUSINESS MODEL CANVAS
  • 39. © Vujàdé Ltd. – Supporting Forward Thinking GETTING FROM BUSINESS IDEA TO BUSINESS MODEL VIDEO #BMGen – 01 http://www.youtube.com/watch?v=wwShFsSFb-Y
  • 40. © Vujàdé Ltd. – Supporting Forward Thinking
  • 41. © Vujàdé Ltd. – Supporting Forward Thinking THE BUSINESS MODEL CANVAS Alexander Osterwalder www.businessmodelgeneration.com COST STRUCTURE REVENUE STREAMS KEY PARTNERS KEY ACTIVITIES KEY RESOURCES CHANNELS CUSTOMER SEGMENTS CUSTOMER RELATIONSHIP VALUE PROPOSITIONS THE BUSINESS MODEL CANVAS
  • 42. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking 5’
  • 43. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking BUZZZZZZZ
  • 44. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking 1’ 2’ 3’ 4’ 5’
  • 45. © Vujàdé Ltd. – Supporting Forward Thinking THE BUSINESS MODEL CANVAS Alexander Osterwalder www.businessmodelgeneration.com COST STRUCTURE REVENUE STREAMS KEY PARTNERS KEY ACTIVITIES KEY RESOURCES CHANNELS CUSTOMER SEGMENTS CUSTOMER RELATIONSHIP VALUE PROPOSITIONS THE BUSINESS MODEL CANVAS House- hold N-Club Stores Produc- tion Marketing Machine Pro- ducers Produc- tion Distri- bution Marketing Machine Pods Call Center N.com Brand Produc- tion facilities Distri- bution channels Retail Patents IP (1800+ patents) Business
  • 46. © Vujàdé Ltd. – Supporting Forward Thinking ANECDOTE
  • 47. © Vujàdé Ltd. – Supporting Forward Thinking THE BUSINESS MODEL CANVAS Alexander Osterwalder www.businessmodelgeneration.com COST STRUCTURE REVENUE STREAMS KEY PARTNERS KEY ACTIVITIES KEY RESOURCES CHANNELS CUSTOMER SEGMENTS CUSTOMER RELATIONSHIP VALUE PROPOSITIONS THE BUSINESS MODEL CANVAS House- hold N-Club Stores Produc- tion Marketing Machine Pro- ducers Produc- tion Distri- bution Marketing Machine Pods Call Center N.com Brand Produc- tion facilities Distri- bution channels Retail Patents IP (1800+ patents) Business
  • 48. © Vujàdé Ltd. – Supporting Forward Thinking
  • 49. © Vujàdé Ltd. – Supporting Forward Thinking WHAT IS A BUSINESS MODEL ?
  • 50. © Vujàdé Ltd. – Supporting Forward ThinkingVujàdé Ltd. – Supporting Forward Thinking REVENUE MODEL ≠ BUSINESS MODEL
  • 51. © Vujàdé Ltd. – Supporting Forward ThinkingVujàdé Ltd. – Supporting Forward Thinking A BUSINESS MODEL DESCRIBES THE RATIONALE OF HOW AN ORGANIZATION CREATES, DELIVERS, AND CAPTURES VALUE
  • 52. © Vujàdé Ltd. – Supporting Forward Thinking THE BUSINESS MODEL CANVAS Alexander Osterwalder www.businessmodelgeneration.com COST STRUCTURE REVENUE STREAMS KEY PARTNERS KEY ACTIVITIES KEY RESOURCES CHANNELS CUSTOMER SEGMENTS CUSTOMER RELATIONSHIP VALUE PROPOSITIONS THE BUSINESS MODEL CANVAS
  • 53. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking BEFORE WEMOVE ON
  • 54. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking WE SHOULD QUICKLY FINISH
  • 55. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking TALKING ABOUT COFFEE
  • 56. © Vujàdé Ltd. – Supporting Forward Thinking
  • 57. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking HAS TAKEN A WHILE TO BECOME SUCCESSFUL… NESPRESSO
  • 58. © Vujàdé Ltd. – Supporting Forward Thinking 1987
  • 59. © Vujàdé Ltd. – Supporting Forward Thinking
  • 60. © Vujàdé Ltd. – Supporting Forward ThinkingVujàdé Ltd. – Supporting Forward Thinking THE RIGHT BUSINESS MODEL CAN BE THE DIFFERENCE BETWEEN SUCCESS AND FAILURE FOR EXACTLY THE SAME TECHNOLOGY OR PRODUCT
  • 61. © Vujàdé Ltd. – Supporting Forward ThinkingVujàdé Ltd. – Supporting Forward Thinking WHY WILL NESPRESSO EVEN BE MORE SUCCESSFUL? ?
  • 62. © Vujàdé Ltd. – Supporting Forward Thinking
  • 63. © Vujàdé Ltd. – Supporting Forward Thinking
  • 64. © Vujàdé Ltd. – Supporting Forward ThinkingVujàdé Ltd. – Supporting Forward Thinking WE ARE MOVING FROM PORTFOLIOS OF PRODUCTS TO PORTFOLIOS OF BUSINESS MODELS.
  • 65. © Vujàdé Ltd. – Supporting Forward Thinking Albert Einstein Everything should be made as simple as possible, but not simpler. “ Photoby:VujàdéLtd.–JasperBouwsma
  • 66. © Vujàdé Ltd. – Supporting Forward Thinking AGENDA II III1 2 3 BUSINESS MODEL GENERATION I Photoby:VujàdéLtd–JasperBouwsma
  • 67. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking
  • 68. © Vujàdé Ltd. – Supporting Forward Thinking VISUALIZE YOUR BUSINESS MODEL VIDEO #BMGen – 02 http://www.youtube.com/watch?v=wlKP-BaC0jA
  • 69. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking TIPS & TRICKS
  • 70. © Vujàdé Ltd. – Supporting Forward ThinkingVujàdé Ltd. – Supporting Forward Thinking COST STRUCTURE REVENUE STREAMS KEY PARTNERS KEY ACTIVITIES KEY RESOURCES CHANNELS CUSTOMER SEGMENTS CUSTOMER RELATIONSHIP VALUE PROPOSITIONS … NEVER WRITE ON THE CANVAS Using post-its allows an easily shifting and removing of elements. Therefore the exercise stays dynamic and the business model or the value propositions can be continuously developed.
  • 71. © Vujàdé Ltd. – Supporting Forward ThinkingVujàdé Ltd. – Supporting Forward Thinking mothers … ONE IDEA - ONE POST-IT Use a thick marker! No bullets, use for each point a separate post-it. This allows you easily shifting the elements and quickly testing combinations. teenagers
  • 72. © Vujàdé Ltd. – Supporting Forward ThinkingVujàdé Ltd. – Supporting Forward Thinking … COLOR CODING Use different color post-its to highlight certain aspects of your business model. For example, use different color stickies if you have two very different customer segments in your business model with very different jobs-to-be done (e.g. advertisers and users). Then continue to use the same colors for the corresponding value propositions, channels, etc.
  • 73. © Vujàdé Ltd. – Supporting Forward ThinkingVujàdé Ltd. – Supporting Forward Thinking … VISUALS & WORDS Combining images and words to describe business model building blocks is more powerful than just using words. Our brain processes images quicker than words. Hence, images will allow viewers of your Canvas to more rapidly grasp the big picture of your model. production customersocial network
  • 74. © Vujàdé Ltd. – Supporting Forward ThinkingVujàdé Ltd. – Supporting Forward Thinking … GRANULARITY Don’t add too many elements when you are sketching out the strategic overview of a busi- ness model. Too many details hide the big picture. On the other hand, adding detail is appropriate when you work on the refinement of your business model, in order to test it and consider customer development.
  • 75. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking FREQUENTLY COMMITTED MISTAKES
  • 76. © Vujàdé Ltd. – Supporting Forward ThinkingVujàdé Ltd. – Supporting Forward Thinking … ORPHAN ELEMENTS Make sure you don’t create “orphan” ele- ments in your business model. For example, every Statty in the revenue streams box needs a corresponding Statty in the customer segment and value proposition box that highlights who is willing to pay for what. You should not, for instance, have “advertising” as a revenue stream, without having an “advertiser” who is willing to pay for “an audience” Customer Segment Revenue Source Value Proposition Orphan
  • 77. © Vujàdé Ltd. – Supporting Forward ThinkingVujàdé Ltd. – Supporting Forward Thinking … MIXING PRESENT AND FUTURE Make sure you clearly distinguish between presently existing business models and future ideas. Mixing them can be confusing. You can easily distinguish between the two by using color coding or by using separate Canvases. present future
  • 78. © Vujàdé Ltd. – Supporting Forward ThinkingVujàdé Ltd. – Supporting Forward Thinking COST STRUCTURE REVENUE STREAMS KEY PARTNERS KEY ACTIVITIES KEY RESOURCES CHANNELS CUSTOMER SEGMENTS CUSTOMER RELATIONSHIP VALUE PROPOSITIONS … TOO MANY IDEAS IN ONE CANVAS Describing too many different ideas in the same Business Model Canvas can lead to con- fusion. Try using separate Canvases to sketch out individual ideas. If necessary you can al- ways bring them together in the same Canvas later on. COST STRUCTURE REVENUE STREAMS KEY PARTNERS KEY ACTIVITIES KEY RESOURCES CHANNELS CUSTOMER SEGMENTS CUSTOMER RELATIONSHIP VALUE PROPOSITIONS COST STRUCTURE REVENUE STREAMS KEY PARTNERS KEY ACTIVITIES KEY RESOURCES CHANNELS CUSTOMER SEGMENTS CUSTOMER RELATIONSHIP VALUE PROPOSITIONS COST STRUCTURE REVENUE STREAMS KEY PARTNERS KEY ACTIVITIES KEY RESOURCES CHANNELS CUSTOMER SEGMENTS CUSTOMER RELATIONSHIP VALUE PROPOSITIONS
  • 79. © Vujàdé Ltd. – Supporting Forward Thinking “ Photoby:VujàdéLtd.–JasperBouwsma Because you can't do today's job with yesterday's methods and be in business tomorrow.
  • 80. © Vujàdé Ltd. – Supporting Forward Thinking AGENDA PITCH & REFLECT A NEW GENERATION THE BUSINESS MODEL GENERATION LET’S GET TO WORK: 10 GROUPS, 10 CASES I II III Photoby:VujàdéLtd–JasperBouwsma
  • 81. © Vujàdé Ltd. – Supporting Forward Thinking
  • 82. © Vujàdé Ltd. – Supporting Forward Thinking AGENDA I III LET’S GET TO WORK 5 CASES 5 GROUPS II 1 2 3 Photoby:VujàdéLtd–JasperBouwsma
  • 83. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking 10GROUPS 10CASES
  • 84. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking 10 GROUPS | 10 CASES You are ... a record label You generate revenues from the sale of recordings. You are... a bank You generate revenues from transaction fees and asset management. You are... a pharma company You generate revenues from the sale of medicines. You are... a publishing house You generate revenues from the sale of books, newspapers, magazines, etc. You are... a trading company You generate revenues from the sale of goods abroad. You are ... a retailer You generate revenues from the sale of single items which you purchase from supply chain partners. You are... a transportation business You generate revenues from ticket sales for trips. 010 001100 010 001011 You are... a software company You generate revenues from the sale of licences. You are... a mobile phone operator You generate revenues from usage fees. You are ... a car repair centre You generate revenues from the sale of spare parts and repair contracts.
  • 85. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking 10 GROUPS | 10 CASES A CHALLENGE FOR EACH…
  • 86. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking 10 GROUPS | 10 CASES You are ... a record label You generate revenues from the sale of recordings. You are... a bank You generate revenues from transaction fees and asset management. You are... a pharma company You generate revenues from the sale of medicines. You are... a publishing house You generate revenues from the sale of books, newspapers, magazines, etc. You are... a trading company You generate revenues from the sale of goods abroad. You are ... a retailer You generate revenues from the sale of single items which you purchase from supply chain partners. You are... a transportation business You generate revenues from ticket sales for trips. 010 001100 010 001011 You are... a software company You generate revenues from the sale of licences. You are... a mobile phone operator You generate revenues from usage fees. You are ... a car repair centre You generate revenues from the sale of spare parts and repair contracts.
  • 87. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking 1.  Split up in 10 Teams •  2 #BMGen Canvases •  1 Black-box (FYI: material is in the box!) 2.  Find your own space and hang two canvases next or on top of each other: •  Left/Top is past •  Right/Bottom is future 3.  Write in the top-right corner in the designated box: •  Industry •  Past (l) and Future (r) 10 GROUPS | 10 CASES BEFORE YOU START RUNNING AROUND… PREPARATION
  • 88. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking Work on the front-stage of the Business Model Canvas past & future •  Value Proposition, •  Customer Segments, •  Customer Relationship, •  Channels, •  Revenue Streams 20 Minuten Past Future 10 GROUPS | 10 CASES ENJOY PART 1 (20’) 1x past 1x future
  • 89. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking BUZZZZZZZ
  • 90. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking 20’
  • 91. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking
  • 92. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking Work on the Back-stage of the Business Model Canvas •  Value Proposition, •  Key Activities, •  Key Resources, •  Key Partners, •  Cost Structure 15 Minutes Past Future 10 GROUPS | 10 CASES ENJOY PART 2 (15’) 1x past 1x future
  • 93. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking BUZZZZZZZ
  • 94. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking 15’
  • 95. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking
  • 96. © Vujàdé Ltd. – Supporting Forward Thinking Clayton Christensen, Harvard Professor & Author “ Photoby:VujàdéLtd.–JasperBouwsma You may hate gravity, but gravity doesn't care
  • 97. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking BUZZZZZZZ
  • 98. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking
  • 99. © Vujàdé Ltd. – Supporting Forward Thinking AGENDA PITCH & REFLECT A NEW GENERATION THE BUSINESS MODEL GENERATION LET’S GET TO WORK: 10 GROUPS, 10 CASES I II III Photoby:VujàdéLtd–JasperBouwsma
  • 100. © Vujàdé Ltd. – Supporting Forward Thinking AGENDA I II 1 2 3 PITCH & REFLEXION III Photoby:VujàdéLtd–JasperBouwsma
  • 101. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking SHARE YOUR KEY-FINDINGS: •  Bankruptcy or is their a future for your case? •  Will it be easy to face the challenge? •  Was the canvas useful for the group discussion? 10 GROUPS | 10 CASES PITCH PER GROUP (2’)
  • 102. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking WRAP UPVJD
  • 103. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking DESIGNALLOWS US TO CREATE AND DELIVER SOLUTIONS BASED ON PEOPLE’S NEEDS HUMAN-CENTERED
  • 104. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking DON’T FORGET THE RECYCLE BIN
  • 105. © Vujàdé Ltd. – Supporting Forward Thinking COFFEE-BREAK VALUE PROPOSITION… VIDEO
  • 106. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking HORIZONTAL ITERATION VERTICAL ITERATION INCREASE INSIGHT ITERATE ITERATE ITERATE GET SMARTER DURING YOUR JOURNEY
  • 107. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking NEWOLD VJD SHAKEN NOT STIRRED COMBINE THE BEST OF BOTH WORLDS
  • 108. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking THEOF GET OUT BUI NGIDL
  • 109. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking FURTHER TOOLS SOME
  • 110. © Vujàdé Ltd. – Supporting Forward Thinking Alexander Osterwalder www.businessmodelgeneration.com BUSINESS MODEL ENVIRONMENT BUSINESS MODEL ENVIRONMENT
  • 111. © Vujàdé Ltd. – Supporting Forward Thinking Alexander Osterwalder www.businessmodelgeneration.com BUSINESS MODEL ENVIRONMENT VALUE PROPOSITION CANVAS CUSTOMER JOBS PRODUCTS & SERVICES PAIN RELIEVERS GAIN CREATORS GAINS PAINS
  • 112. © Vujàdé Ltd. – Supporting Forward Thinking Alexander Osterwalder www.businessmodelgeneration.com
  • 113. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking QUESTIONS & ANSWERS
  • 114. © Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking INTERESTED?SEND YOUR MOTIVATION WITH CV TO contact@vujade.com INTERNSHIP
  • 115. © Vujàdé Ltd. – Supporting Forward Thinking Eric Hoffer, (July 25, 1902 – May 21, 1983) American social writer and philosopher In times of change learners inherit the earth; while the learned find themselves beautifully equipped to deal with a world that no longer exists. “ Photoby:VujàdéLtd.–JasperBouwsma
  • 116. © Vujàdé Ltd. – Supporting Forward Thinking Vujàdé Ltd. Postal Address P.O. Box 4 CH-3257 Grossaffoltern Visiting Address Elfenaustrasse 3 CH-2502 Biel/Bienne +41 (0)32 32 32 300 Online www.vujade.com contact@vujade.com VujadeLtd Photoby:VujàdéLtd–JasperBouwsma