Business modelsmaaliskuu

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  • Story - 2 salesmen sent to tribal areas of Africa - market opportunity \nIt’s about opportunity recognition, possibilities, attitudes\nIntro - Self - TSE - Different projects - Founder Boost - Startup Farm - Summer of Startups Accelerator program\n
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  • ///*Old industries are going - Nothing new in the horizon\n///* Getting a stabile job... yeah right.\n///*We need lot’s of new growth companies\n///\n///*What that means for students today?\n
  • Worst case: The idea fails\n-lost time and maybe little money - learned a lot, had awesome experiences!\nBest case:-You create company that truly has an effect into peoples lifes, journey like no other, financial upside.\n\n
  • Do not start alone\nDo not start with people with same skillsets and background\nSupplementary skillsets, multidisciplinary, Importance of advisors and supporters\n
  • Not a straight path but iterative process where you try lot’s of things and fail many times before you find the right way. Traction, \n
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  • What do you do first ? \n* Due dilligence\n*Google, Techcrunch, Venturebeat, Engadget, Gizmodo, \n* So you have the most brilliant and noveau idea. Then?\n* You go into the bat cave and write a business plan for 6 months, right?\n* Usually What happens? FAIL!\n
  • The TADA-Moment when you come out with the ready product and no customer feedback.\n”No business plan survives the first contact with the customer” - Steve Blank\n--> www.steveblank.com Check the link out!!! \n\n
  • Why does this happen?\n*Assumptions\n*Money spent to make the product\n*No learning inside the building\n
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  • NOT TRUE - Investors don’t read the business plans \n- Business plans are full of assumptions\n- Investors invest mostly in teams, not in ideas\n- ”I have written more business plans than I have read” \n
  • 5 minutes - discuss about what is an business model and what is included?\nWikiwiki..”A business model describes the rationale of how an organization creates, delivers, and captures value[1] (economic, social, or other forms of value).”\n
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  • Communicate - different people, different backgrounds, vocabulary, meanings, Using canvas to EASILY ARTICULATE the business model - \nBig picture - You can see the whole model, relations between different areas. - temptation to focus on one and leave the rest be - don’t do that.\nCreativity - Common language --> able to participate in testing options, invent new models\n
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  • Customer facing side and the ”backside”.\nUsually focus on customer side. Could you innovate on the other?\n
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  • Backbone of any model - What is the value and who realizes it.\nOffer to the consumer - how and why it address customers need and their ”job to-be done”\nGET AWAY FROM COMPLEXITY!\n
  • Distribution\nMarketing channel - interesting, most interesting and hardest.\n
  • /// Demand creation - Seeking if there is interest - Launch page\n
  • Pricing models - unit based, subscription, variable pricing, freemium, creative models.\n
  • What teams, skills do you need, what do you need to own\nCapabilities you need to have to deliver the value\n
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  • Who do you need to partner with, what networks you need to tap into to scale your business - \nfor example Zynga building on Facebook.\n\n
  • What are the costs \nWhat are the big costs - Opportunity for creativity - You should think how you could...\n
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  • Yes - there is competition - If not, ask why?\nOption 1 - You really have something so unique that... NOT LIKELY.\nOption 2 - There is no market opportunity big enough - Iterate!\nCompetition is good - Only validates your business sector.\n\n
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  • How long does it take to write a 30 page business plan?\nHow long does it take to sketch a business model canvas?\nSketch - test your assumptions - do it again - test - repeat!\n
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  • Longtail community - customers truly interested in niche content, off the shelf retail kits\n\n
  • Longtail community - customers truly interested in niche content, off the shelf retail kits\n\n
  • Sales revenue - Lego Factory - small revenue streams from large amount of products\n\n
  • Automated factories capable of running small batches etc. etc.\n
  • Automated factories capable of running small batches etc. etc.\n
  • Customers designing the legos and posting them online are key partners in generating content and value.\n
  • Customers designing the legos and posting them online are key partners in generating content and value.\n
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  • Business modelsmaaliskuu

    1. 1. AGENDABoost TurkuBusiness Plan vs. Business Model CanvasExample - Lego FactoryPeepoo bag Slides Based on Alexander Osterwalders Business Model Generation and Business Model Canvas
    2. 2. Summer of Startups Practical tools and help through & smaller events. Startup Kaamos Some of the bestNetwork of superb & coaches in Finland relevant people.
    3. 3. Why would i get involved in a startup?
    4. 4. It is a iterative process! N o t a d i re c t e xe c u t a bl e p l a n !
    5. 5. PLAYING WITHBUSINESS MODELS
    6. 6. So You have an startup idea?
    7. 7. COULD THIS BEDONE WITHOUTBUSINESS PLAN ?
    8. 8. YES!
    9. 9. BUT INVESTORSAL YS WANT A WA BUSNESS PLAN!
    10. 10. WHA IS AN TBUSINESS MODEL ?
    11. 11. 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? all . It’sere in h 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.
    12. 12. WHY BUSINESSMODEL CANVAS ?
    13. 13. Communicate Big picture Creativity
    14. 14. 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? all . It’sere in h 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.
    15. 15. 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.
    16. 16. 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? Inside What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Outside Through which Channels do our Customer Segments want to be reached? 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.
    17. 17. Day Month Year No. Different customer groupsWho are our Key Partners?Who are our key suppliers? What Key Activities do our Value Propositions require? Our Distribution Channels? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? For whom are we creating value? Who are our most important customers? *Distinct needWhich 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? *Reached through different channels *Paying for the different aspects of the product What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments *All the way down to one single person. 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.
    18. 18. Day Month Year No.* Why customerWho are our Key Partners?Who are our key suppliers?Which Key Resources are we acquiring from partners? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? For whom are we creating value? Who are our most important customers?selects you overWhich 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?others* What are thebenefits of your What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Through which Channels do our Customer Segments want to be reached?solution to different 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?customer segments?*Values - not specsWhat 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.
    19. 19. Day Month Year No.* Communication, distributionWho are our Key Partners?Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? 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? For whom are we creating value? Who are our most important customers?and sales channels How costly are they?* Awareness, Evaluation,Purchase, Delivery, After sales 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.
    20. 20. Day Month Year No.* Describes relationships withWho are our Key Partners?Who are our key suppliers?Which Key Resources are we acquiring from partners? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? For whom are we creating value? Who are our most important customers?different customer segmentsWhich 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?* MOTIVATORS: Customeracquisition, Customer retentionor upselling. What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Through which Channels do our Customer Segments want to be reached?* Free products, large switching 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?costs,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.
    21. 21. Day Month Year No.* Where is the money coming from?Who are our Key Partners?Who are our key suppliers?Which Key Resources are we acquiring from partners? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? For whom are we creating value? Who are our most important customers?* Transaction or recurring revenueWhich 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?* Traditional sale, usage fee, subscription fee, licensing,lead development for partners, brokerage fees,(advertising) What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Through which Channels do our Customer Segments want to be reached? How are we reaching them now?* Different for separate customer segments 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.
    22. 22. Day Month Year No.Who are our Key Partners?Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? * The assets needed to make What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? 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? For whom are we creating value? Who are our most important customers? your business model work How costly are they? * Allows you to create and offer the value proposition, reach What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? markets, maintain relationships Through which Channels do our Customer Segments want to be reached? How are we reaching them now? and earn revenues How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? * Can be physical, financial, intellectual or humanWhat 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.
    23. 23. Day Month Year No.Who are our Key Partners?Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? * Most important actions the What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? 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? For whom are we creating value? Who are our most important customers? startup must do How costly are they? * related to Production, Problem solving, Platform What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? * For example software Through which Channels do our Customer Segments want to be reached? How are we reaching them now? development, designing the web How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? page, problem solving, platform promotionWhat 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.
    24. 24. 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.

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