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THE BMC IN A NUTSHELL
Hi - my name is @cemvogt – I’m a design thinking MBA*
Lecturing/ 
Mentoring 
Framework/ 
Methods 
Key Resources/ 
Key Partners
neun 
vier 
Ein Geschäftsmodell (Business Model) kann anhand 
von neun grundlegenden Bausteinen (Blocks) 
beschrieben werd...
Use as a guide (Leitfaden) 
Market Organization
Customers are the reason for an 
organization’s existence. 
No organization survives long without 
paying customers (B2B /...
Mass market – one large group comprising only one segment 
Niche market – specific,specialized customer group 
Segmented –...
VALUE PROVIDED: convenience, 
price, design, brand/status, cost 
reduction, risk reduction. 
Designing an innovative custo...
Prof. Luc de Brabandere: “What managers can learn from great philosophers"
Describes the bundle of products or 
services that create value for a specific 
customer segment. 
• What value do we deli...
GAINS 
:) 
CUSTOMER 
JOBS 
Pains 
:( 
Pain 
Relievers 
Product & 
Services 
Gain 
Relievers
PRODUCT MARKET FIT 
= 
A startup is not a smaller version of a 
large company. 
“A startup is a temporary organization 
in...
Five Functions 
1. Create awareness for service/ 
product 
2. Helping customers evaluate the 
value proposition 
3. Help p...
Personal, Automated or self service? 
Co-creating products or services with 
customers (i.e. Amazon, YouTube etc.) 
Evalua...
Organizations must know: 
1. what will customer pay 
2. accept payment in ways customer prefer 
Two categories of revenue:...
Describes the most important assets 
required to make a business model work 
Can be physical, financial, intellectual, or ...
Describes the most important things a 
company must do to make its business 
model work. 
• For PC manufacturer Dell, key ...
Describes the network of suppliers and 
partners that make the business model work 
Types of partnerships: 
Strategic alli...
Describes all costs incurred to operate a 
business model
7 4 
VP CS 
3 
5 
8 
6 
9 
=
PURPOSE STATEMENT: 
I would like to help VP people CS through these activities KA 
VP CS 
KA
7 4 
1 1 
3 
5 
8 
6 
9 
What is the 
job-to-be-done? 
Which of our 
customer’s problems 
are we helping to 
solve? 
Which...
Business Model 
Macroeconomics & 
Evaluation
+ - 
– Internal – – External – 
– Positive – – Negative –
Recommended reading.
THANK YOU. 
© 2014 
CEMVOGT CONSULTING LTD & CO KG | Pappelallee 78/79 | 10437 Berlin | http://cemvogt.com | @cemvogt 
C5T...
BMC in a nutshell
BMC in a nutshell
BMC in a nutshell
BMC in a nutshell
BMC in a nutshell
BMC in a nutshell
BMC in a nutshell
BMC in a nutshell
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BMC in a nutshell

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The Business Model Canvas in a nutshell presented at the
StarTUp Day/TU Berlin (17.11.14)

Published in: Business
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BMC in a nutshell

  1. 1. THE BMC IN A NUTSHELL
  2. 2. Hi - my name is @cemvogt – I’m a design thinking MBA*
  3. 3. Lecturing/ Mentoring Framework/ Methods Key Resources/ Key Partners
  4. 4. neun vier Ein Geschäftsmodell (Business Model) kann anhand von neun grundlegenden Bausteinen (Blocks) beschrieben werden. Diese neun Blöcke decken vier relevante Kernbereiche eines Unternehmens ab: 1. den Kunden, 2. das Angebot (Produkt/Service), 3. die Infrastruktur und 4. die langfristige Finanzierbarkeit.
  5. 5. Use as a guide (Leitfaden) Market Organization
  6. 6. Customers are the reason for an organization’s existence. No organization survives long without paying customers (B2B / B2C)
  7. 7. Mass market – one large group comprising only one segment Niche market – specific,specialized customer group Segmented – slightly different customer groups Diversified – multiple unrelated customer segments Multi-sided markets
  8. 8. VALUE PROVIDED: convenience, price, design, brand/status, cost reduction, risk reduction. Designing an innovative customer value proposition begins with genuinely understanding the customer's “job-to-be-done". The premise is simple: customers don't really buy products. They "hire" them to do a job. Instead of asking what products customers want to buy, ask what fundamental problems they hope to address.
  9. 9. Prof. Luc de Brabandere: “What managers can learn from great philosophers"
  10. 10. Describes the bundle of products or services that create value for a specific customer segment. • What value do we deliver to the customer? • Which customer needs are we satisfying? • What are we offering to each customer segment?
  11. 11. GAINS :) CUSTOMER JOBS Pains :( Pain Relievers Product & Services Gain Relievers
  12. 12. PRODUCT MARKET FIT = A startup is not a smaller version of a large company. “A startup is a temporary organization in search of a scalable, repeatable, profitable business model” -Steve Blank
  13. 13. Five Functions 1. Create awareness for service/ product 2. Helping customers evaluate the value proposition 3. Help potential customers to purchase 4. Deliver value to customer 5. Ensure post-purchase satisfaction through support
  14. 14. Personal, Automated or self service? Co-creating products or services with customers (i.e. Amazon, YouTube etc.) Evaluating: the “Net Promoter Score (NPS)”
  15. 15. Organizations must know: 1. what will customer pay 2. accept payment in ways customer prefer Two categories of revenue: 1. one-time customer payments 2. recurring payments Outrage sale, lease or rent, service or usage fee, subscription fees, licensing, brokerage fees
  16. 16. Describes the most important assets required to make a business model work Can be physical, financial, intellectual, or human Key resources can be owned or leased by the company or acquired from key partners
  17. 17. Describes the most important things a company must do to make its business model work. • For PC manufacturer Dell, key activities include supply chain management. • For consultancy McKinsey, key activities include problem solving.
  18. 18. Describes the network of suppliers and partners that make the business model work Types of partnerships: Strategic alliances between non-competitors, Joint ventures to develop new businesses, Buyer-supplier relationships, Coopetition: strategic partnerships between competitors
  19. 19. Describes all costs incurred to operate a business model
  20. 20. 7 4 VP CS 3 5 8 6 9 =
  21. 21. PURPOSE STATEMENT: I would like to help VP people CS through these activities KA VP CS KA
  22. 22. 7 4 1 1 3 5 8 6 9 What is the job-to-be-done? Which of our customer’s problems are we helping to solve? Which customer needs are we satisfying What are the Key Features of our product that match customers problem/ need? Through which Channels do our Customers Segments want to be reached? What Key Activities do we require? Manufacturing? Software? Supply chain? What Key Resources do we require? Financial? IP? HR? What Job do they want us to get done for them? Who are our most important customers? What are their archetypes? Who are our Key Partners? Who are our key suppliers? What are we getting from them? Giving them? How do we make money? What’s the revenue model? Pricing tactics? What are the most important costs inherent inner business model? Fixed? Variable? How will we Get, Keep and Grow Customers?
  23. 23. Business Model Macroeconomics & Evaluation
  24. 24. + - – Internal – – External – – Positive – – Negative –
  25. 25. Recommended reading.
  26. 26. THANK YOU. © 2014 CEMVOGT CONSULTING LTD & CO KG | Pappelallee 78/79 | 10437 Berlin | http://cemvogt.com | @cemvogt C5T & Company Ltd | Stron House | 100 Pall Mall London, England SW1Y 5EA | http://c5t.co | @c5tco SCRUMCENTER Ltd | Level 3, 207 Regent Street | W1B 3HH London. England | http://scrumcenter.com BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | hello@c5t.co

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