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Business Model Canvas session @ STARTup Live Vienna #5
The document provides an overview of business models, including the key components of a business model canvas with 9 building blocks: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. It emphasizes that the most important things for startups are to generate cash flows as soon as possible, keep the burn rate low, think but don't overanalyze, and find wrong paths quickly. It also notes that the single most important trait of entrepreneurs is that they take action.
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Business Model Canvas session @ STARTup Live Vienna #5
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- 2. What we aretalking about today…
- 4. What we areNOT talking about today…
- 6. What else isimportant to know?
- 7. Opinions not facts! ? „Some other guys“
- 8. What is aBusiness Model?
- 10. Environment / Market ? ? Start-up ?
- 11. A business modeldescribes the rationale of how an organization creates, delivers, and captures value
- 12. Value Price What the What the customer gets customer pays* *or someone else Willingness to „buy“ Ability to „pay“
- 13. How does yourbusiness make money?
- 14. Why you shouldpersonally care!
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- 21. Right idea, righthands, right time = Luck
- 22. F. O. C.U. S. „If something is everything, it is nothing“ If you try to do everything, you will probably end up achieving nothing
- 23. Back to business(model)
- 24. 2 General Approaches Design vs. Emerging
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- 26. Design Emerging
- 27. ? Université de Strategy Lausanne, Consultant Business Faculty „Some other guys“ Alexander Prof. Yves Pigneur Osterwalder Co-created by a crowd of 470 practitioners from 45 countries Source: www.businessmodelgeneration.com
- 28. It is avisual framework preformatted with 9 building blocks Source: www.businessmodelgeneration.com
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- 31. Customer Segment (CS) Definesthe different groups of people or organizations an enterprise aims to reach and serve Key Question: For whom are we creating value? Source: www.businessmodelgeneration.com
- 33. The cinema islittle more than a fad. It’s canned drama. What audiences really want to see is flesh and blood on the stage.” – Charlie Chaplin
- 34. Value Propositions (VP) Describes the bundle of products and services that create value for a specific Customer Segment Key Question: What value do we deliver to the customer? Source: www.businessmodelgeneration.com
- 36. Channels (CH) Describes howa company communicates with and reaches its Customer Segments to deliver a Value Proposition Key Question: Through which Channels do our Customer Segments want to be reached? Source: www.businessmodelgeneration.com
- 38. C.A.C. L.V.C. 1 : ~4-6 X : 1
- 39. Customer Relationships (CR) Describes the types of relationships a company establishes with specific Customer Segments Key Question: What type of relationship does each of our Customer Segments expect us to establish & maintain with them? Source: www.businessmodelgeneration.com
- 41. Revenue Streams (RS) Represents the cash a company generates from each Customer Segment (revenues – costs = earnings) Key Question: For what value are our customers really willing to pay? Source: www.businessmodelgeneration.com
- 43. Key Resources (KR) Describes the most important assets required to make a business model work Key Question: What Key Resources do our Value Propositions require? Source: www.businessmodelgeneration.com
- 45. Key Activities (KA) Describes the most important things a company must do to make its business model work Key Question: What Key Activities do our Value Propositions require? Source: www.businessmodelgeneration.com
- 47. Key Partnerships (KP) Describes the network of suppliers and partners that make the business model work Key Question(s): Who are our Key Partners? Who are our key suppliers? Source: www.businessmodelgeneration.com
- 49. Cost Structure(CS) Describes all costs incurred to operate a business model Key Question: What are the most important costs inherent in our business model? Source: www.businessmodelgeneration.com
- 50. It wanted tobe the „next Facebook“, before Facebook even existed
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- 57. “90% of thetime consumer Internet companies fail for 1 reason: Inability to acquire and retain substantial number of users. In isolation the founders can articulate a reasonable value proposition, but in the real world cutting through the clutter of the 3,000 advertisements per day that the average American is bombarded by is extraordinarily difficult. There are only 24 hours in a day and most are already claimed by family obligations, work, sleep and existing entertainment options; even if you get a user's attention your new product needs to be so compelling that he is willing to forego something else he is already invested in.” - Keith Rabois (worked at PayPal, LinkedIn, Slideshare and others)
- 58. Generate cash flowsa.s.a.p. „Traction“ & Speed = key Keep „burn rate“ low (Pre-)Seed: bottom-up Think but don‘t over-analyze Find „wrong paths“ quickly
- 59. „Falor, ergo sum“ Ierr, therefore I am - St. Augustine
- 61. Hopefully you now understahd why Idid chose the failure approach
- 62. Hopefully There is a you now 100% failure understahd rate among why I did those who chose the never try failure because they're approach afraid to fail.
- 63. Maybe you now also understood whythe colour theme is black (death) and white (life)
- 64. The single mostimportant trait of entrepreneurs?
- 65. The single mostimportant trait of entrepreneurs? THEY TAKE ACTION!