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9. YOU CAN
• Create new business
models easily
• Analyze & update your
existing business model
8
12. 2. Value Proposition
apa yang kamu tawarkan kepada mereka?
apa yang dilakukan untuk mereka? apakah mereka
peduli?
11
15. 5. Revenue Streams
untuk apa pelanggan benar-benar bersedia membayar? bagaimana?
apakah Anda menghasilkan pendapatan transaksional atau berulang?
14
18. 8. Key Partners
Mitra dan pemasok mana yang memanfaatkan
model Anda? siapa yang perlu Anda andalkan?
17
21. A Business Model ?
© 2013 Davender Gupta - www.startupacademie.com
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How you
create,
deliver,
and
capture/harvest
value
22. What is a Business Model Canvas?
© 2013 Davender Gupta - www.startupacademie.com
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A visual representation of the various elements of your
Business Model.
Allows you to:
see the relationships among the parts of your
model;
identify hypothesis, assumptions and risks;
plan validation testing (market, channels, pricing);
find ways to add value or reduce cost;
brainstorm market disruption strategies
23. © 2013 Davender Gupta - www.startupacademie.com
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24. The Business Model Canvas
© 2013 Davender Gupta - www.startupacademie.com
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Value Propositions
Customer Relationships
Customer Segments
Distribution Channels
Revenue StreamsCost Structure
Key Resources
Key Partners
Key Activities
25. 1. Customer Segments
© 2013 Davender Gupta - www.startupacademie.com
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Customer Segments
26. 1. Customer Segments
© 2013 Davender Gupta - www.startupacademie.com
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• Siapa pengguna dan pelanggan terpenting
Anda?
• Anda harus membuat potret mendetail
masing-masing ("arketipe")
• Lihatlah melampaui yang sudah jelas
• siapa pemangku kepentingannya?
• siapa yang paling termotivasi?
• siapa yang paling terlayani?
• siapa yang paling diuntungkan?
27. 2. Value Proposition
© 2013 Davender Gupta - www.startupacademie.com
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Value Proposition
28. 2. Value Proposition
© 2013 Davender Gupta - www.startupacademie.com
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Untuk setiap Segmen Pelanggan:
Apa RASA SAKIT mereka? (B2B) atau
ACHE mereka? (B2C)
Apa KEUNTUNGAN mereka untuk
mengatasi rasa sakit atau sakit
mereka?
Apa DECISION TRIGGER mereka?
29. The Decision Trigger
© 2013 Davender Gupta - www.startupacademie.com
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Bagaimana solusi Anda mengubah
kehidupan pelanggan menjadi lebih
baik?
«Apa itu RETURN ON USE»
Apakah penawaran Anda menjanjikan
nilai tambah yang cukup untuk
memotivasi pelanggan Anda menarik
kartu kredit mereka?
30. 3. Distribution Channels
© 2013 Davender Gupta - www.startupacademie.com
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Distribution Channels
31. 3. Distribution Channels
© 2013 Davender Gupta - www.startupacademie.com
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Bagaimana Anda memberikan nilai ini pada setiap tahap proses
pembelian?
Penemuan
Evaluasi
Membeli
Pengiriman
Layanan purna jual
Saluran Fisik atau Virtual?
Berapa nilai yang Anda tambahkan di setiap langkah?
33. 4. Customer Relationships
© 2013 Davender Gupta - www.startupacademie.com
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Apa yang anda
DAPATKAN,
MENJAGA,
dan TUMBUH
basis pelanggan Anda?
Bagaimana Anda membangun
pelanggan yang setia dan antusias
dengan tawaran Anda?
34. 5. Revenue Streams
© 2013 Davender Gupta - www.startupacademie.com
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Revenue Streams
35. 5. Revenue Streams
© 2013 Davender Gupta - www.startupacademie.com
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Bagaimana Anda menghasilkan uang tunai dari setiap segmen pelanggan?
NILAI apa yang diberikan pelanggan atas manfaat yang Anda berikan?
NILAI apa yang bersedia dibayar pelanggan?
NILAI apa yang disimpulkan pelanggan dari harga Anda?
Arus Pendapatan = Strategi (Apa)
Harga = Taktik (Berapa Banyak dan Kapan)
Pertimbangkan dampaknya pada strategi GET-KEEP-GROW anda
36. 5. Revenue Streams
© 2013 Davender Gupta - www.startupacademie.com
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Harga pada NILAI - bukan biaya
pemakaian
langganan
menyewa
lisensi
perantara (afiliasi)
freemium (gunakan dengan hati-hati!)
Di mana Anda dapat menghasilkan
pendapatan yang ditinggalkan orang
lain?
37. 6. Key Resources
© 2013 Davender Gupta - www.startupacademie.com
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Key Resources
38. 6. Key Resources
© 2013 Davender Gupta - www.startupacademie.com
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Infrastruktur dan sumber daya apa yang Anda butuhkan untuk memberikan apa yang Anda
janjikan?
alat, ruang, lokasi
personel (kualifikasi, in-house atau sub)
peralatan (sewa atau beli)
lisensi, kekayaan intelektual
persediaan (komponen, rakitan)
apa yang langka atau sulit didapat
persyaratan keuangan
jadwal akuisisi
Waspadalah terhadap menjanjikan lebih dari yang bisa Anda berikan!
39. 7. Key Activities
© 2013 Davender Gupta - www.startupacademie.com
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Key Activities
40. 7. Key Activities
© 2013 Davender Gupta - www.startupacademie.com
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Aktivitas utama (kiriman) apa
yang harus diproduksi - kapan
dan oleh siapa?
ketergantungan
tanggung jawab
41. 8. Key Partners
© 2013 Davender Gupta - www.startupacademie.com
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Key Partners
42. 8. Key Partners
© 2013 Davender Gupta - www.startupacademie.com
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Mitra
Pemasok
Pengembang
Distributor
Investor
Kolaborator
Afiliasi
Pesaing
Alternatif
Bagaimana masing-masing mitra membantu atau menghalangi model bisnis?
43. 9. Cost Structure
© 2013 Davender Gupta - www.startupacademie.com
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Cost Structure
44. 9. Cost Structure
© 2013 Davender Gupta - www.startupacademie.com
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Apa elemen penting dari struktur biaya?
Biaya tetap
Biaya variabel
Sumber daya, aktivitas, biaya mitra
Infrastruktur, operasional, biaya penjualan
Biaya penggajian, manfaat, struktur bonus, pajak
Berapa biaya untuk setiap elemen model bisnis?
Di manakah skala ekonomi?
Apa risikonya, yang tidak diketahui?
45. 45
a business model describes the value an organization offers to
various customers and portrays the capabilities and partners
required for creating, marketing, and delivering this value and
relationship capital with the goal of generating profitable and
sustainable revenue streams
46. The Business Model Canvas
© 2013 Davender Gupta - www.startupacademie.com
All Rights Reserved v20130429 46
Value Propositions
Customer Relationships
Customer Segments
Distribution Channels
Revenue StreamsCost Structure
Key Resources
Key Partners
Key Activities
47. Validating The Canvas
© 2013 Davender Gupta - www.startupacademie.com
All Rights Reserved v20130429 47
Everything on you put on your canvas is
a HYPOTHESIS.
You must VALIDATE every element
through -
• Discovery (your own data)
• Research (other people’s data)
• Testing (simulation, MVP)
to uncover the DISRUPT.
48. Validating the Canvas
© 2013 Davender Gupta - www.startupacademie.com
All Rights Reserved v20130429 48
Discover
What you
know
That you
know (belief)
That you
don’t know
(hypothesis)
What you
don’t know
That you
know
(intuition)
That you
don’t know
(discovery)
49. The Four Disrupts
© 2013 Davender Gupta - www.startupacademie.com
All Rights Reserved v20130429 49
Offer (What):
New offers (products or services) that did not exist up to
now (invention)
Process (How):
New products or methods that allow the offer to be
produced faster, cheaper, more durable, better quality
(production)
Market (Who):
Opening a new market segment poorly served until now, by
making minor modifications to one’s product or service
(marketing)
Value (Why):
Meeting a need that is valued by an existing market, but not
satisfactorily met by competing offers, and doing it better
than the competition (positioning)
50. Discover the DISRUPT
© 2013 Davender Gupta - www.startupacademie.com
All Rights Reserved v20130429 50
How do you change the rules of the
competitive game?
The gold is in
the DISRUPT.
51. © 2013 Davender Gupta - www.startupacademie.com
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52. © 2013 Davender Gupta - www.startupacademie.com
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53. © 2013 Davender Gupta - www.startupacademie.com
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55. Example 1 Example 2
Refreshing lemonade to joggers Affordable VOIP calls
at public parks
22
56. Kelly’s Lemonade Stand: Refreshing Lemonade
KEY Y VALUE ELATIONSHIPS ST
PARTNERS TIVITIES PROPOSITION EGMENT
KEY
ESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
23
1
2 3
4
5
6
7
8
9
57. Skype
KEY Y VALUE ELATIONSHIPS STOMER
PARTNERS TIVITIES PROPOSITION EGMENT
KEY
ESOURCES CHANNELS
COS
24
1
2 3
4
5
6
7
8
9
59. Flickr: Photo Sharing
KEY Y VALUE SHIPS STOMER
PARTNERS TIVITIES PROPOSITION EGMENT
KEY
ESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
26
60. Gillette: Razors & Blades
KEY Y VALUE ELAT S STOMER
PARTNERS TIVITIES PROPOSITION EGMENT
KEY
ESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
27
62. you need to validate your model
assumptions with the customers
until you get it right!
36