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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 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.
Use as a guide (Leitfaden) 
Market Organization
Customers are the reason for an 
organization’s existence. 
No organization survives long without 
paying customers (B2B / B2C)
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
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.
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 deliver to the 
customer? 
• Which customer needs are we 
satisfying? 
• What are we offering to each customer 
segment?
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 search of a scalable, repeatable, 
profitable business model” -Steve Blank
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
Personal, Automated or self service? 
Co-creating products or services with 
customers (i.e. Amazon, YouTube etc.) 
Evaluating: the “Net Promoter Score (NPS)”
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
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
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.
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
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 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?
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 & 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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BMC in a nutshell

  • 1. THE BMC IN A NUTSHELL
  • 2. Hi - my name is @cemvogt – I’m a design thinking MBA*
  • 3. Lecturing/ Mentoring Framework/ Methods Key Resources/ Key Partners
  • 4.
  • 5. 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.
  • 6. Use as a guide (Leitfaden) Market Organization
  • 7. Customers are the reason for an organization’s existence. No organization survives long without paying customers (B2B / B2C)
  • 8. 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
  • 9. 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.
  • 10. Prof. Luc de Brabandere: “What managers can learn from great philosophers"
  • 11.
  • 12. 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?
  • 13. GAINS :) CUSTOMER JOBS Pains :( Pain Relievers Product & Services Gain Relievers
  • 14.
  • 15. 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
  • 16. 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
  • 17. Personal, Automated or self service? Co-creating products or services with customers (i.e. Amazon, YouTube etc.) Evaluating: the “Net Promoter Score (NPS)”
  • 18. 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
  • 19. 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
  • 20. 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.
  • 21. 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
  • 22. Describes all costs incurred to operate a business model
  • 23.
  • 24.
  • 25. 7 4 VP CS 3 5 8 6 9 =
  • 26. PURPOSE STATEMENT: I would like to help VP people CS through these activities KA VP CS KA
  • 27.
  • 28. 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?
  • 30.
  • 31. + - – Internal – – External – – Positive – – Negative –
  • 32.
  • 34. 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