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Business Model Canvas
 

Business Model Canvas

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Business Model Canvas Class is an introduction to using the canvas to explore, design and analyze your business without the overhead of writing a business plan. ...

Business Model Canvas Class is an introduction to using the canvas to explore, design and analyze your business without the overhead of writing a business plan.
The canvas can help new startups highlight and work through their assumptions in a focused manner.
This talk follows on our Wednesday talk on Think Like and Agilist/Lean Startup, but it does not require you to attend that course.

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    Business Model Canvas Business Model Canvas Presentation Transcript

    • Business Model Canvas Denver Startup Week
    • Ryan Martens @RallyOn
    • Social  MISSION
    • A  founda-on  for  the  mobilize  ci-zen  engineers  around  the  globe  with  our  employees,  customers  and  partners  
    • Zach Nies@zachnies
    • h;p://www.flickr.com/photos/isaacmao/380257543  
    • Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
    • Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
    • Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
    • Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
    • Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
    • Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
    • Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
    • HOW MANY GUESSES?
    • FIRST CONTACT WITHPOTENTIAL CUSTOMERS
    • h;p://www.flickr.com/photos/oregondot/4132135156  
    • Create a plan topredict the future h;p://www.flickr.com/photos/isaacmao/380257543  
    • Why doesn’tthis work?
    • Need to create an environmentto discover the future
    • Increase yourodds of success
    • Discover the future Vision  &   Empathy   Culture Business  Model   Frame Frame Frame Frame Build & Ship Build & Ship Build & Ship Build & ShipLearn Learn Learn Learn Test & Measure Test & Measure Test & Measure Test & Measure
    • Explore Execute h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724  
    • h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724  
    • h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724  
    • h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724  
    • TAKE EACH MAJOR GUESS
    • RUN AN EXPERIMENT
    • h;p://www.youtube.com/watch?v=Iyjs3zeoSrM  
    • Lean StartupCustomer Development
    • Business Model
    • 1 4 3 9 2 8 5 7 6
    • Example – iPod
    • + Margin & Profit Walkman for the digital age Design, Manufacturing, Marketing, Supporth;p://www.flickr.com/photos/mrmonochrome/93535053   h;p://www.flickr.com/photos/75001512@N00/4683351383  
    • Lean Canvas h;p://www.flickr.com/photos/rkeefer/164636147  
    • 1 4 3 9 2 8 5 7 6
    • Day Month Year No.Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines?What are the most important costs inherent in our business model? For what value are our customers really willing to pay?Which Key Resources are most expensive? For what do they currently pay?Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
    • Create an environmentto discover the future
    • Don’t squander your time
    • buildingthe wrong business
    • Do what you love
    • Love what you do
    • h;p://www.flickr.com/photos/seelensturm/3776740465  
    • h;p://www.flickr.com/photos/fla;op341/224597838  
    • @zachnies @RallyOn#DenverStartupWeek