Cleantech Open
2013 Webinar Series
Tuesday, July 9, 2013
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Welcome to the National Webinar Series
• With the Cleantec...
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Global Partner
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National Sponsors
#cleantechopen
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Thank You To All Our Sponsors!
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The Summer Program – July – September 2013
Date Time
(PDT)...
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Session 1: Business Model Canvas
1:30pm – 2:30pm, PDT
• 30...
Cleantech Open
Business Models for Cleantech Early Stage
Enterprises
By Niraj Kohli - University of Phoenix
Cleantech Open
Webinar 1 – Business Model
Copyright (c) 2013 University of Phoenix. All rights reserved. Reproduction in c...
This workshop is a 60-minute webinar on
Business Models for Cleantech Early
Generation Enterprises presented as part of
th...
Cleantech Open
Webinar 1 – Business Model
Business Model Worksheet and Judging Criteria
Worksheets
• What is a Business Mo...
Cleantech Open
Webinar 1 – Business Model
How to Get Business Model Right?
Focus on Value Creation!
Cleantech Open
Webinar 1 – Business Model
businessmodelgeneration.com
Cleantech Open
Webinar 1 – Business Model
Business Models
Business Model Canvas
Allows the components of the business mode...
Cleantech Open
Webinar 1 – Business Model
businessmodelgeneration.com
Cleantech Open
Webinar 1 – Business Model
Business Models
Sun Edison- Created Value
businessmodelgeneration.com
Cleantech Open
Webinar 1 – Business Model
Business Models
Sun Edison – Captured Value
businessmodelgeneration.com
Cleantech Open
Webinar 1 – Business Model
businessmodelgeneration.com
Cleantech Open
Webinar 1 – Business Model (Canvas)
(VP)
VALUE
PROPOSITIONS
(CH)
CHANNELS
(CR)
CUSTOMER
RELATIONSHIPS
(CS)
...
Customer View – Front Stage
Cleantech Open
Webinar 1 – Business Model
Customer Segments – Unique groups differentiated by:
• Industry
• Segment
• Sub ...
Cleantech Open
Webinar 1 – Business Model
Business Models
Customer
Segments
For whom are
we creating
value?
Who are our
mo...
Cleantech Open
Webinar 1 – Business Model
Business Models
• Consumer
• Industrial
• Automotive
• Energy Generation
• Green...
Cleantech Open
Webinar 1 – Business Model
Business Models
Customer Relationships
Customer Relationships
What type of relat...
Cleantech Open
Webinar 1 – Business Model
Business Models
Channels
Channels
•Communication channels—How
customers learn of...
Cleantech Open
Webinar 1 – Business Model
Business Models
Value Propositions
Value
Proposition
What value do we
deliver fo...
Cleantech Open
Webinar 1 – Business Model
Business Models
Value Propositions
what does taking a
“customer perspective”
rea...
Cleantech Open
Webinar 1 – Business Model
Business Models
Value Propositions
What a company has to offer its customers th...
Operations View – Back Stage
Cleantech Open
Webinar 1 – Business Model
Business Models
Key Partners
Who are our key
partners?
Who are our key
suppliers...
Cleantech Open
Webinar 1 – Business Model
Business Models
Key Resources
Key Resources
What key resources do our
Value Prop...
Cleantech Open
Business Models Workshop by University of Phoenix
Business Models
Key Activities
What key activities do our...
Economic View – Business Performance Stage
Cleantech Open
Webinar 1 – Business Model
Business Models
Revenue Streams
Revenue Streams
For what value are our customers...
Cleantech Open
Webinar 1 – Business Model
Business Models
Cost Structure
Cost Structure
What are the most important costs ...
Cleantech Open
Webinar 1 – Business Model
businessmodelgeneration.combusinessmodelgeneration.com
businessmodelgeneration.c...
Cleantech Open
Webinar 1 – Business Model
businessmodelgeneration.com
Cleantech Open
Webinar 1 – Business Model
businessmodelgeneration.com
Cleantech Open
Webinar 1 – Business Model
businessmodelgeneration.com
Cleantech Open
Webinar 1 – Business Model
businessmodelgeneration.com
Cleantech Open
Webinar 1 – Business Model
businessmodelgeneration.com
Cleantech Open
Webinar 1 – Business Model
businessmodelgeneration.com
Cleantech Open
Webinar 1 – Business Model
businessmodelgeneration.com
Cleantech Open
Webinar 1 – Business Model
businessmodelgeneration.com
Cleantech Open
Webinar 1 – Business Model
businessmodelgeneration.com
Cleantech Open
Webinar 1 – Business Model
businessmodelgeneration.com
What will your Canvas
look like?
Session 1 Q&A
Accelerating Your Business
Live and Breathe the Worksheets
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Worksheet Work – Week 7/9 - 7/16
• Conduct at least 30 cu...
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Worksheet Work – Week 7/16 - 7/23
• Are your Product/Mark...
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TEAM FOCUS FOR WEEK OF AUGUST 1
Prepare for Business Clin...
Session 2 will start at 2:45pm PDT
3:45pm MDT, 4:45pm CDT, 5:45pm EDT
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Session 2: LaunchPad Central Revisited
2:45pm – 4:00pm, P...
Launchpad Central
56 Cleantech Open Confidential Information – All Rights Reserved
Agenda
• The Value of Customer Discovery – Kent Cavender-...
57 Cleantech Open Confidential Information – All Rights Reserved
Kent Cavender-Bares
Launching high-tech ag
robotics compa...
58 Cleantech Open Confidential Information – All Rights Reserved
Kent Cavender-Bares
• When/Why did you start using LPC
• ...
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Cohort Analysis – Where we stand
60 Cleantech Open Confidential Information – All Rights Reserved
Current Standings
• Average Hypotheses - 15.9 per team
• ...
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Review the Basics
• Views (Canvas , Discovery Narrative ,...
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Ask the right Questions
Avoid the *
Would you be interest...
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Pitfalls
• Make contact
– Most people find it difficult
–...
Session 2 Q&A
Reminders
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Reminders
• Work on your worksheets – keep up each week, ...
13 0709 Webinar Business Model Canvas & LaunchPad Central
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  • The result of many years’ worth of work, the 10-Step Curriculum is the key process, initially introduced at the Academy, which helps a company de-risk their technology.Progressive de-risking of company from concept to a venture that will achieve investment and/or sustainable revenueTraining materials, activities & workshops are integrated with these 10 steps Product-Market Fit helps each company ensure that they have identified the correct market for their product(s)/service(s) and are ready to make appropriate adjustments. 2) Technology Validation ensures that their product(s)/service(s) will credibly meet the requirements of investors and customers. 3) Business Model covers all key aspects of who and how and where money will be made, and how the product will be delivered. 4) Markets and Getting to Them covers the key, crucial steps needed to get a new product into the market (an enhanced version of ‘Go To Market Strategy’). 5) Finances & Funding focuses on producing credible financial projections. 6) Legal provides an introduction to intellectual property protection and the corporate structure required to minimize risk and provide the legal underpinnings for success (important steps often overlooked by entrepreneurs). 7) Execution and Team to Execute introduces the importance of building a strong, relevant team with the specific skills needed to hit the major milestones needed as the startup grows. 8) Sustainability introduces the importance of business practices that will improve the company’s profitability while reducing its environmental impact. 9) Presentation works on the content and skills for excellent investor/customer presentations. 10) Assessment & Review guides each entrepreneur through the importance of careful review, and provides the platform for review and refinement of the programs themselves.Physical and virtual business clinics are one-on-one sessions for each participating startup with experts from sectors such as law, marketing, design, manufacturing and finance.
  • Welcome to the Cleantech Open Webinar Series presented by University of Phoenix. Today’s webinar is on Business Model for Cleantech Early Stage Enterprises. My name is Niraj Kohli and I will be presenting this and most of the other Cleantech Open Webinars series.
  • The Business Model Canvas was developed by Alexander Osterwalder and Yves Pigneur. I encourage you to check his new website www.strategyzer.com for latest information.
  • The Webinars will be in total 60 minutes in length which includes a 10 -15 minutes for Q&A. As a way to make the Webinars informative, we need your participation and engagement in providing quick feedback at the end of each Webinar. We want you to share with me one thing you liked and would like to see more of. The goal of each Webinar is to be informative, raise thought provoking bust most importantly provide ideas as you complete the worksheets and work with your mentors.
  • We kick of this Webinar from where we left off at the National and East Coast Academies. You received Business Model Canvas information at the Academies. Several of you shared that the info shared was excellent though it felt like drinking from a fire hose. The goal of today’s Webinar is to revisit some of the key points of Business Model Canvas but more importantly offer additional insight on points that were raised but not discussed in detail. Our goal is to link the Webinar content as much as possible to the Worksheets that you are required to complete and Judging Criteria given that is your shorter term interest.
  • Create, Capture and Sustain by assessing the three keys to building a business / Industry- Investments - Operational Excellence - FinancingInvestments - One of the ways to create value is by making Investments that result in future cash flows. Example….Tesla2) Operational Excellence – Operational efficiencies and effectiveness by business that can positively result in creation of Industry / Industries. Example…….Rise of Wafer Foundaries and Subcontractor Back End Manufacturing companies in a highly capitalized industry such as semiconductor industry.3) Financing – Instead of selling products / services one can consider financing the products and services over shorter or longer time frame. – Example….Automobile Sales to Consumers, Structure of business and or doing business within a given Industry.
  • One comes up with successful business model by understanding Micro and Macro Issues, Industry, Consumers / Customers and Companies and Operational Issues / Opportunities. The key is to understand consumers and customers supply chains, pain points and value chains while focusing on creating, capturing and sustaining value. Solar Industry (First Solar, Sun Edison) LED Lighting ( Color Kinetics focused on Smart Lighting acquired by Phillips) Waste – PK Clean
  • The Business Model Canvas is from the book, Business Model Generation, by Osterwalder and Pigneur. This canvas creates a visual representation of a business model along with a common or shared language. Start with end in mind. Example - Intel has been and is still focused on Moore’s Law. The more important part of business model is how will you make money and will it be valid and applicable as you scale your business.Takeaway ……..Each one of you should focus on developing and refining the business model throughout the entire Cleantech Open process and possibly beyond.
  • Back in late 90’s and early 2000’s There was as entrepreneur by the name of Jigar Shah who asked created, captured and sustained value! What if………………………..? Solar………..Retail wasn’t buyingJigar Shah…..…………What if we ……GAVE AWAY the PANELS for FREE…… PROFITABLY?Pain - High Capital Cost up frontVC’s - I get more from Oil and GasKey Partners – Impact not sacrifice Profits (Mfg)Key Resources – Acquire Power Purchasing AgreementsKey Activities – InstallationValue Proposition – No Obvious Solution, No Technology Innovation - Power Purchasing Agreement (Low Risk Investment) Key Channel – Sales ForceKey Customers – Institution and Private InvestorsFront Stage, Back Stage and Performance StageCost – Install and ManageRevenue – Pay by use, Subscription and Regular Payments, Buy Out, Shopper Pricing Charge (Investment and Fees)Business Was Sun Edison…..Simplifying Solar!!!
  • Sun Edison offered a simpler approach to becoming a solar power provider rather than just supplying Solar Panels. They simplified the conversion to green energy without large upfront investment which happened to be an area of focus for many commercial customers in an effort to manage their future energy costs.
  • Sun Edison offered MEMC Electronic Materials both a Market and Investment Opportunity given it would help their base business of sellingSilicon Wafers into the Solar Panel Market over and above the Semiconductor market.
  • The most significant goal of a startup is finding a scalable and repeatable business modelHow will the business make money?Your value proposition (The value your customers will pay for)Your revenue streams (e.g. product sale? licensing?) Customer segments you will targetPotential partners in your value chain already “playing” in your target market(s)The channels you will sell throughYour cost structure (cost or value driven?)Cost of key resourcesCost of key activitiesThe Business Model Canvas visually represents those elements and changes with new customer interview dataThe canvas is dynamic and changes as you interview target customers and can lead to a “pivot”. Cleantech Example - Archimoto –Affordable 3 wheel Electric Vehicle for City living using existing auto components– Applying experience related to Understanding Consumers gained while developing Video games now being applied to Electric Vehicle Design.
  • The Canvas consists of nine building blocks, which are described from Right to Left (Front Stage and Back Stage) and then at the bottom Front Stage……..On the Right are four building blocks that form what can be called a customer view. These blocks include Customer Segments (CS), Value Propositions (VP), Customer Relationships (CR), and Channels (CH).On the Left are three building blocks that form what can be called the operations view. These blocks are Key Activities (KA), Key Resources (KR), and Key Partnerships (KP). At the bottom of the Canvas are two blocks that make up the economics view: Cost Structure (C$) and Revenue Streams (R$).The Canvas should be seen as a visual representation of the flow from suppliers to customers supported by economic elements. The organization of the elements is set up to be developed from right to left and then interpreted left to right. Like a painting it may not make sense until all elements are in place and the whole of the picture is seen through the interaction of the parts. In the following discussion we will look at each in more detail.Companies with Successful Business Models – Apple, Intel, Google and Power Assure (Smart Power Management - Dashboard)
  • The first option, Mass Market – (Doors and Windows), though it may not be an all encompassing segment. The mass market don’t distinguish between different groups or segments but instead focuses on the larger group with similar needs though at times one may miss the true needs or not understand the keys for a given customer / market.Mass Markets tend to be very large groups with little differentiation among members. Groups that purchase electronic equipment (cell phones, televisions, and so forth) and groups that purchase home appliances (refrigerators, washers, dryers, and so forth) tend to be Mass Market customers. When one is starting out it is OK to keep in mind mass market though it may help to focus on sub segments.If we were a electronics equipment manufacturer, we would target a very broad group of customers – nearly all house holds with a very large range of disposable income.In 2011, the Cleantech Open Energy Efficiency Winner for the Northwest Region was a company called Indow Windows that provides a thermal insert for windows. Their customers are anyone with windows looking to save energy. A very large, broad market with little differentiation among members. Even they focused on a smaller segment of total windows market as they focused on rural, highest density and found it in the North East United States and older homes. The Segmented Customer Segment is based on a group of slightly different but related needs. This means that the people may be interested in the same product or service but it is customized to meet their slightly different ways of using the product or service. Segmented Markets tend to categorize customers based on buying behavior, specific demographic characteristics (age, income, technical prowess, geographic locations, and so forth), need, or problems.For example, a bank may serve household account holders, business account holders, commercial accounts, and large investor account holders – each with unique characteristics and needs, each with differing pains and gains they encounter in the banking environment.
  • The first piece of the Canvas is Customer Segments. Customer Segments is a way of defining and identifying groups of people in order to appeal to and reach these groups more effectively. The customer segment is just one way of grouping people but entails several different options. We observe market opportunities by studying the customer (through our interviewing process). Secondly, we design products and services(as our value proposition) so those customers (in each segment) will likely choose our products in order to maximize their gains and minimize their pains
  • Eco Factor – Home Analytics analyzing information about consumer Sun Edison is an excellent Cleantech example that made transitioning to Solar easy for customers and profitable for shareholders. Flo Design focused on making Wind Power s
  • The next building block on the Business Model Canvas is Customer Relationships. This is exactly as it says – the relationship between the business and the customer segments. However, there are a variety of types of relationships a company can have with its customers and these are driven by a number of factors.
  • The next one of the building blocks of the Business Model Canvas is Channels. The Channels tell the company the best way to reach the selected customer segment. There are three different types of channels: communication, value delivery, and hybrid channels. In the absence of effective channels, it is difficult for companies to interact with their customers. The Channel buildings on the previous block, Value Proposition (VP) in that the business must have the proper mix of Channels in order to get their message of the value proposition to their target customers.
  • The first step is to identify the customer pain you are addressing and it should be a “monetizable” pain that is so significant that the customers recognize the pain, have money to pay for a solution, and will return the cold calls of an unknown startup to solve it.Example: 7AC Technologies – Lower cost sub system of taking moisture of the Air in HVAC systems.
  • When assessing your business’ Value Proposition, it helps to examine the a number of things. The job the customer is hiring the product or service to perform with excellence.The power of the design of the product or service. For example, Apple tends to drive customer purchases based on its unique design.The perceived status of the product. Luxury automobile manufacturers strive to imbed status into it products. Conversely lower prices may drive the value proposition. Airlines tend to focus on this value proposition – in fact, Southwest Airlines grew by offering flights that were near equal to the cost of driving between locations.Cost reduction is an additional value proposition. Using cloud technologies is an example of cost reduction value propositions – eliminating the need to purchase multiple servers and so forth.Reducing risks adds value to some customer segments. Insurance products as well as product warranties reduce risks in the eyes of the consumer and hence add value.Accessibility allows a product or service availability to customer that had no access previously. Netbooks, for example, allowed numerous consumers access to the internet without the high-cost of a computer.Convenience can add value to customer segments. For example, the iPad brought music, video, internet accessibility, and portability to consumers. 2010 Cleantech Open Grand Prize winner, Puralytics has developed a way to “purify water using light-activated nanotechnology, enabling pure water in places and applications where it was not possible before.” (puralytics.com) What might Puralytics Value Proposition be?
  • The value proposition is a key element that helps business owners and companies focus their resources and determine if what they are offering is going to fill an unmet need. The book Business Model Generation offers a list of factors that factor into the creation of customer value. We should be asking, “what job is my proposed product/service getting done for the customer?” and “is this job being done similarly in the market?” and “for each Value Proposition what is the bundle of products or services targeted at the customer segments and how they are expected to create gains or relieve pains identified previously?”The Value Proposition is always important, but there are time when it takes on an even more critical role.For example, when a new product or service is introduced. Imagine you manufacture a new smart phone. This phone has a unique value proposition that is added to an existing market.Another example is when a product with improved performance is introduced. If you make toothpaste and your product introduces new features – whitening, breath freshening, plaque reduction, and so forth.Customization is introduced. For example, most computer retailers allow the customer to customize a product unique to the specific customer needs.An example of a new product or service would a 2008 Cleantech Open Entry that provides integrated monitoring, analysis, and automation of data center information and processes. This company also outlines exactly what that means to their current or potential customers by listing what this means for data centers including extending the useful life of data centers, uncovering hidden power, maximizing use of available space and power and several others. This lets the client or future customer know “what they can do for them.”
  • The next one of the building blocks of the Business Model Canvas is Key Partnerships. The creation of alliances in business serves many purposes but chief among these are their ability to maximize resource, reduce risk, and meet their business model.
  • The next one of the building blocks of the Business Model Canvas is Key Resources. Key Resources entail all those assets needed to make the company run according to its business model. Those resources include people, finances, buildings, and intellectual property. Essentially, these are the assets that help run the business.
  • The next one of the building blocks of the Business Model Canvas is Key Activities. The Key Activities you select are dependent upon your earlier choices for your Value Proposition – what sort of activities will be required to meet your value proposition? What type of activities will be needed for your choice of distribution channel? And so on.
  • The next one of the building blocks of the Business Model Canvas is Revenue Streams. Revenue streams refers to the various ways a company might use to generate cash. Companies engage in activities to generate cash such as sales, renting, charging fees, etc. They must also determine the best method for setting prices.
  • The last building block of the Business Model Canvas is Cost Structure. Cost Structure is comprised of all those costs that go into operating the business according to the business model. Those cost that go toward the most important elements make up the cost structure.
  • Food for Thought Questions in an effort to create and build a business!!
  • What are the niche’s in growth markets that potentially could become a growth and profitable segment?Example: EcoFactor focusing on developing IP related to analytics section of the market well while many environmental management companies focused on connecting the home HVAC with internet enabled devices.
  • Example…. Lucid Design Group Lucid Design Group gave away initial software for free to display power usage information and then transitioning customers to purchase software as service (SIS) for energy management at a low recurring monthly fee by building .
  • Example….Lucid Design Group – Creating Environmental Social Network by providing Schools / Universities software to display consumption of power information to engage user in conserving energy.
  • Leveraging Technology for automation, precision and personalizationAutomation – Home, Industrial and Environmental Control, Precision / miniaturization (service / products) and Personalization ( incorporates user specific features) and possible customization of products and services. Example….1) Automation………..Energy and Data Management Systems 2) Precision………......Smart Sensing features in products used at home, work and play ( Air, Lighting Control or LED Lighting in garages and stair cases of large scale office buildings) 3) Personalization……Features of Product / Service customized based on customer needs / wants and desires. (Customer Specific features and Part No’s within Semiconductor / Lighting industry).
  • One should look at the eco-system where one leverages one central product, capability be it technology, markets, customers and intermediaries and explore ways to build a platform.Example…. Coffee, Consumer and Café’s - Starbucks.
  • Mapping of Supply and Value Chain of the products and services that are key to the business modelExample: 7AC technologies identified key suppliers (3M) and Customers (Commercial HVAC) to make sure their business model serves as the basis for a business plan.
  • Switching costs can be increased when customers has to switch both hardware and software but more importantly get trained in new user interface or incur additional cost.Computers and Music Players – Operating Protocols – MAC OS, iTunesMobile Phone’s – Contracts and Connectors – Use of 1, 2 years contracts and different charger connectors.
  • Identify how can one design, sell a product / service and earn recurring revenue.Example: Apple and ATT partnership served as a model with launch of iPhone.
  • At early stage of the company, I would encourage you to come up with ideas and business models and test them using rapid prototyping. Keep the burn rate low and before you secure any funding.Example… Archimoto, a Cleantech Open company that is self funded and has been designing, prototyping and testing a three wheel automobile built used existing auto industry components, consumers tastes are tested on street corners and customers have expressed interest by pre-ordering the car by paying a deposit directly on their web site.
  • Watch the Ted video on the topic of Build a tower, build a team.http://www.ted.com/tom_wujec_build_a_tower.html
  • Watch for results - Voting with Dollars is what counts!Stay focused on the Market / Customer - Dollars being expended in a given market now that identifies pain points. Example…. 1) Intel and Moore’s Law 2) Solar Cell Efficiency 3) Brightness and Cost of Light Emitting Diodes (LED’s)
  • 13 0709 Webinar Business Model Canvas & LaunchPad Central

    1. 1. Cleantech Open 2013 Webinar Series Tuesday, July 9, 2013
    2. 2. 2 Cleantech Open Confidential Information – All Rights Reserved Welcome to the National Webinar Series • With the Cleantech Open since 2007 • Mentor Chair 2007 - 2008 • Executive Director 2008 - present MC: Rex Northen, Executive Director, Cleantech Open
    3. 3. 3 Cleantech Open Confidential Information – All Rights Reserved Global Partner
    4. 4. 4 Cleantech Open Confidential Information – All Rights Reserved National Sponsors #cleantechopen
    5. 5. 5 Cleantech Open Confidential Information – All Rights Reserved Thank You To All Our Sponsors!
    6. 6. 6 Cleantech Open Confidential Information – All Rights Reserved The Summer Program – July – September 2013 Date Time (PDT) Session I – Worksheets Time (PDT) Special Topic Sessions 7/9 1:30 to 2:30pm Business Model Canvas (Review) 2:45 to 4:00pm LaunchPad Central (Review) 7/16 1:30 to 2:30pm Product/Market Fit 2:45 to 4:00pm Systems Review, PR 101 7/23 1:30 to 2:30pm Markets and Getting to Them 2:45 to 4:00pm Term Sheets 7/30 1:30 to 2:30pm Product/Technology Validation 2:45 to 4:00pm IP Licensing from 3rd Parties 8/6 1:30 to 2:30pm Financials Analysis & Planning 2:45 to 4:00pm Alternative Sources of Funding - Grant Writing / Crowd Sourcing 8/13 1:30 to 2:30pm Legal Environment, Issues and Risks 2:45 to 4:00pm Cap Tables 8/20 1:30 to 2:30pm Management Team 2:45 to 4:00pm Working with the Utilities 8/27 1:30 to 2:30pm Sustainability 2:45 to 4:00pm Tell Your Story, Sell Your Story (Communicating value to stake holders) (9/11) 1:30 to 2:30pm Investor Presentation Mentor Assessment 2:45 to 4:00pm Mock Judging, Regional Awards, Global Forum
    7. 7. 7 Cleantech Open Confidential Information – All Rights Reserved Session 1: Business Model Canvas 1:30pm – 2:30pm, PDT • 30 year technology industry veteran, having run global businesses based in USA and Asia • With University of Phoenix for 30 years • Currently a practitioner Lead Faculty for Strategy in the School of Business Speaker: Niraj Kohli President, CSC
    8. 8. Cleantech Open Business Models for Cleantech Early Stage Enterprises By Niraj Kohli - University of Phoenix
    9. 9. Cleantech Open Webinar 1 – Business Model Copyright (c) 2013 University of Phoenix. All rights reserved. Reproduction in copies, distribution to others, preparation of modified or derivative works, or sublicensing others without express written consent of University Phoenix is prohibited. University of Phoenix webinars include content from: businessmodelgeneration.com and from Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers [ISBN: 978-0-470-87641-1] by Alexander Osterwalder and Yves Pigneur, (hereafter referred to as the ―Work‖). Copyright © 2010 by Alexander Osterwalder and Yves Pigneur. All rights reserved. Used by arrangement with John Wiley & Sons, Inc. Unless John Wiley and Sons, Inc.’s (―Publisher‖) express prior written permission is obtained, it is prohibited to (a) remove or alter the author’s name, Publisher’s copyright notices, or other means of identification or disclaimers as they appear in the Work; (b) make electronic copies of the Work other than as permitted pursuant to Section 1.1 of Agreement between Publisher and Apollo Group, Inc. ―(Apollo‖); (c) mount or distribute any part of the Work on any electronic network (including without limitation, the Internet and the World Wide Web) other than the Sites; (d) use all or any part of the Work for the purposes of monetary reward by means of sale, resale, loan, transfer, hire, or other form of distribution of the Work; (e) distribute the whole or any part of the Work to anyone other than Authorized Registrants (as defined in the Agreement between Publisher and Apollo; (f) publish, distribute, or make available the Work, works based on the Work or which combine it with any other material, other than on the Sites as expressly permitted in this Agreement between Publisher and Apollo.
    10. 10. This workshop is a 60-minute webinar on Business Models for Cleantech Early Generation Enterprises presented as part of the Cleantech Open Webinar Series. The presentation focuses on all areas of the Business Model Canvas. businessmodelgeneration.com
    11. 11. Cleantech Open Webinar 1 – Business Model Business Model Worksheet and Judging Criteria Worksheets • What is a Business Model? • How to Get it Right • Why the Business Model Canvas? • Key Components • Testing through Customer Interviews Judging Criteria • Business Model Canvas • How clearly understood and articulated is the business model? • How credibly has the team assessed the challenge of fitting into the value chain?
    12. 12. Cleantech Open Webinar 1 – Business Model How to Get Business Model Right? Focus on Value Creation!
    13. 13. Cleantech Open Webinar 1 – Business Model businessmodelgeneration.com
    14. 14. Cleantech Open Webinar 1 – Business Model Business Models Business Model Canvas Allows the components of the business model to take on a visual representation while using a shared language to describe these key features. businessmodelgeneration.com
    15. 15. Cleantech Open Webinar 1 – Business Model businessmodelgeneration.com
    16. 16. Cleantech Open Webinar 1 – Business Model Business Models Sun Edison- Created Value businessmodelgeneration.com
    17. 17. Cleantech Open Webinar 1 – Business Model Business Models Sun Edison – Captured Value businessmodelgeneration.com
    18. 18. Cleantech Open Webinar 1 – Business Model businessmodelgeneration.com
    19. 19. Cleantech Open Webinar 1 – Business Model (Canvas) (VP) VALUE PROPOSITIONS (CH) CHANNELS (CR) CUSTOMER RELATIONSHIPS (CS) CUSTOMER SEGMENTS (R$) REVENUE STREAMS(C$) COST STRUCTURE (KP) KEY PARTNERSHIPS (KR) KEY RESOURCES (KA) KEY ACTIVITIES Customer view – Front StageOperations view- Back Stage Economics view – Business Performance Stage businessmodelgeneration.com
    20. 20. Customer View – Front Stage
    21. 21. Cleantech Open Webinar 1 – Business Model Customer Segments – Unique groups differentiated by: • Industry • Segment • Sub Segment • Application • Functionality • Size • Other Test Hypotheses with interviews in several segments: 1. Product Value Proposition Hypothesis
 2. Customer Hypothesis
 3. Channel/Pricing Hypothesis
 4. Demand Creation Hypothesis
 5. Market Type Hypothesis
 6. Competition Hypothesis
    22. 22. Cleantech Open Webinar 1 – Business Model Business Models Customer Segments For whom are we creating value? Who are our most important customers? businessmodelgeneration.com
    23. 23. Cleantech Open Webinar 1 – Business Model Business Models • Consumer • Industrial • Automotive • Energy Generation • Green Energy Solar, Wind etc • Wastewater • Real Estate • Commercial HVAC Cleantech Examples • EcoFactor – Home Analytics • Flo Design – Wind Power • Archimoto – Low cost Electric Vehicle • Rentricity - Excess Pressure to Renewable Energy • Regenergy365- Energy from Wastewater • Power Assure – Dash Board Management • Sun Edison – Simplifying Solar
    24. 24. Cleantech Open Webinar 1 – Business Model Business Models Customer Relationships Customer Relationships What type of relationship does each of our customer segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? businessmodelgeneration.com
    25. 25. Cleantech Open Webinar 1 – Business Model Business Models Channels Channels •Communication channels—How customers learn of the product or service. •Value delivery channels--How value is delivered to customers. •Hybrid channels—A combination of communication and delivery, e.g. packaging or branded outlets. businessmodelgeneration.com
    26. 26. Cleantech Open Webinar 1 – Business Model Business Models Value Propositions Value Proposition What value do we deliver for our customers? Which one of our customer’s problems are we helping to solve? Which customer’s needs are we satisfying? businessmodelgeneration.com
    27. 27. Cleantech Open Webinar 1 – Business Model Business Models Value Propositions what does taking a “customer perspective” really mean? businessmodelgeneration.com
    28. 28. Cleantech Open Webinar 1 – Business Model Business Models Value Propositions What a company has to offer its customers that separates it from its competitors Value the customer perceives that makes it worthwhile to buy the company’s product or service. What makes your company, it’s products or its services unique? What benefits does your product or service offer?
    29. 29. Operations View – Back Stage
    30. 30. Cleantech Open Webinar 1 – Business Model Business Models Key Partners Who are our key partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform Key Partnerships businessmodelgeneration.com
    31. 31. Cleantech Open Webinar 1 – Business Model Business Models Key Resources Key Resources What key resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? businessmodelgeneration.com
    32. 32. Cleantech Open Business Models Workshop by University of Phoenix Business Models Key Activities What key activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Key Activities businessmodelgeneration.com
    33. 33. Economic View – Business Performance Stage
    34. 34. Cleantech Open Webinar 1 – Business Model Business Models Revenue Streams Revenue Streams For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each revenue stream contribute to overall revenue businessmodelgeneration.com
    35. 35. Cleantech Open Webinar 1 – Business Model Business Models Cost Structure Cost Structure What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? businessmodelgeneration.com
    36. 36. Cleantech Open Webinar 1 – Business Model businessmodelgeneration.combusinessmodelgeneration.com businessmodelgeneration.com
    37. 37. Cleantech Open Webinar 1 – Business Model businessmodelgeneration.com
    38. 38. Cleantech Open Webinar 1 – Business Model businessmodelgeneration.com
    39. 39. Cleantech Open Webinar 1 – Business Model businessmodelgeneration.com
    40. 40. Cleantech Open Webinar 1 – Business Model businessmodelgeneration.com
    41. 41. Cleantech Open Webinar 1 – Business Model businessmodelgeneration.com
    42. 42. Cleantech Open Webinar 1 – Business Model businessmodelgeneration.com
    43. 43. Cleantech Open Webinar 1 – Business Model businessmodelgeneration.com
    44. 44. Cleantech Open Webinar 1 – Business Model businessmodelgeneration.com
    45. 45. Cleantech Open Webinar 1 – Business Model businessmodelgeneration.com
    46. 46. Cleantech Open Webinar 1 – Business Model businessmodelgeneration.com
    47. 47. What will your Canvas look like?
    48. 48. Session 1 Q&A
    49. 49. Accelerating Your Business Live and Breathe the Worksheets
    50. 50. 50 Cleantech Open Confidential Information – All Rights Reserved Worksheet Work – Week 7/9 - 7/16 • Conduct at least 30 customer discovery interviews (total including those you’ve conducted to-date). Complete your first draft of both the Business Model Canvas and the Product Market Fit Worksheet by next Tuesday’s Webinar, July 16 – Q&A session then. Both available at: http://wiki.cleantechopen.com/accelerator-wiki/ Username: Semifinalist2013 Password: Semifinalist2013 • Keep your Worksheets in Word form for now – and sense check with your mentors • Be ready with advanced drafts of all Worksheets by the first Business Clinic in your region • Remember: all Worksheets, 1-page Executive Summary and first draft Investor Pitch all need to be uploaded by Sep 10
    51. 51. 51 Cleantech Open Confidential Information – All Rights Reserved Worksheet Work – Week 7/16 - 7/23 • Are your Product/Market Fit Interviews & Business Model Canvas Complete? • What’s the Value Proposition? • What’s your first targeted Customer Segment? Size? Trends? • What’s the Second? Third? Total Market Size? • Address the other Business Model Questions • Address Markets & Getting To Them Questions
    52. 52. 52 Cleantech Open Confidential Information – All Rights Reserved TEAM FOCUS FOR WEEK OF AUGUST 1 Prepare for Business Clinics Address Product/Technology Validation Worksheet (Wiki) Complete Product/Market Fit Worksheet (Wiki) Complete Business Model Canvas and Worksheet (Wiki) Complete Markets and Getting to Them Worksheet (Wiki) Begin (or continue) to develop Financials Worksheet (Wiki) Contact Your Mentor or Regional Mentor Chair With All Questions
    53. 53. Session 2 will start at 2:45pm PDT 3:45pm MDT, 4:45pm CDT, 5:45pm EDT
    54. 54. 54 Cleantech Open Confidential Information – All Rights Reserved Session 2: LaunchPad Central Revisited 2:45pm – 4:00pm, PDT • With the Cleantech Open National Academy for 3 years Speaker: Rex Righetti National Academy Team Member
    55. 55. Launchpad Central
    56. 56. 56 Cleantech Open Confidential Information – All Rights Reserved Agenda • The Value of Customer Discovery – Kent Cavender-Bares • Cohort Analysis – Where we stand • Review the Basics • Ask the right questions • Pitfalls • Questions
    57. 57. 57 Cleantech Open Confidential Information – All Rights Reserved Kent Cavender-Bares Launching high-tech ag robotics company • RowBot Systems – Monitor, feed and protect crops with small, automatic machines • Midwest North - Summer 2013
    58. 58. 58 Cleantech Open Confidential Information – All Rights Reserved Kent Cavender-Bares • When/Why did you start using LPC • Switching from Udacity to CTO • 1 on 1 with Steve Blank • Major Pivots • Other insights • Privacy
    59. 59. 59 Cleantech Open Confidential Information – All Rights Reserved Cohort Analysis – Where we stand
    60. 60. 60 Cleantech Open Confidential Information – All Rights Reserved Current Standings • Average Hypotheses - 15.9 per team • Average Customer Interviews - 2 per team • Hypotheses Validated to Invalidated Ratio - 1:1 • Average Pivots 2.9 per team John C. Krzywicki, Principal, True North Venture Partners Vinesh Mehta, Business Development, Suntulit
    61. 61. 61 Cleantech Open Confidential Information – All Rights Reserved Review the Basics • Views (Canvas , Discovery Narrative , Scorecard) • Engage Your mentor (messaging) • Add and Edit – Anchor to customer segments – Test your Hypothesis – Interviews
    62. 62. 62 Cleantech Open Confidential Information – All Rights Reserved Ask the right Questions Avoid the * Would you be interested in a lower cost material?* *That cannot pass code and safety standards (this is what you want to talk about!!!!) Know your Audience Individual – Are you ever frustrated when using your current keyboard, what causes those frustrations? (get information about them) Large Company – What internal process do you use for evaluating licensing proposals. Measurable Questions Would you like to pay less for Gas? What price point would motivate you to change your behavior? Dig Deep, Open Questions What else would motivate you to change your behavior? What requirements must be meet before you consider change? Use the silence
    63. 63. 63 Cleantech Open Confidential Information – All Rights Reserved Pitfalls • Make contact – Most people find it difficult – Don’t substitute the right interview for the easy one – Get both • My customer doesn’t know what's good for them? – If they don’t know your product is good for them, why would they buy it? • Know who your customer is! • Privacy
    64. 64. Session 2 Q&A
    65. 65. Reminders
    66. 66. 66 Cleantech Open Confidential Information – All Rights Reserved Reminders • Work on your worksheets – keep up each week, it will make it easier • Complete webinar survey you will automatically receive from Webex – we want your feedback • Next webinar is Tuesday, July 16th – Check your Accelerator wiki http://wiki.cleantechopen.com/accelerator- wiki/2013-webinars/ – Session 1: Product/Market Fit - 1:30pm to 2:30pm, PDT • Speaker: Niraj Kohli, President, CSC • Be sure to send in your top 3 expectations you have for the next worksheet webinar. Link is in the July 16th Session 1 webinar – Session 2: PR 101 - 2:45pm-4:00pm, PDT • Speaker: Jeff Hecht, Corporate Journalist and Senior Copywriter, Apollo Group

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