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Business model canvas sw lisbon14
The document provides guidance for developing a business model canvas over three days at a startup workshop. Day 1 focuses on defining customer segments, validating problems, and sketching initial business model ideas. Day 2 involves further developing the business model canvas, designing surveys and questionnaires, and planning customer acquisition. Day 3 consists of finalizing the business model, preparing a pitch, and presenting to judges for feedback. The overall goal is to create a minimum viable product or prototype to demonstrate the business concept.
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Business model canvas sw lisbon14
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- 2. MY VIDEO TUTOR#1 CASE STUDY 1. Think about a cool name that encompasses what you want to provide. 2. Grasp the overall technical ambition to show an MVP on Sunday (negotiate with developers). 3. Braindump by having everyone discuss the level approach towards the solution. 4. Define a roadmap of tasks (use Kanban). FRIDAY
- 3. MY VIDEO TUTOR#2 a.k.a. tutor.co 1. Sketch the first version of BM canvas, research competitors. 2. Design the offline/ online questionnaires. 3. Get out to the street to validate assumptions, and board on potential customers/ users. 4. Plan on how acquire your first customers, incorporate assumptions. 5. Sketch on paper the early user interfaces. 6. Do a landing page, social media. 7. Thinking about systems architecture (e.g. how to integrate w/ FIWARE). SATURDAY The offer for the free .CO domain registration can be redeemed at www.go.co/ startupweekend using the following code: SW141103361
- 4. VTUTOR.IO #3 1. Sketchthe second version of BM canvas. 2. Do the first sales to fools, friends and family 3. If no computer MVP is possible have a mechanical turk one instead 4. Prepare your pitch deck 5. Train your pitch 6. Upload your pitch deck 7. Convince the jury you should win! SUNDAY
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- 6. Judging Criteria •Did yourteam get out and talk to customers? Are you actually solving a problem? •What’s your clear value proposition to that customer? Validation Execution & Design Business Model
- 7. Judging Criteria •Did youwork well as a team? •Do you have a prototype (paper is ok)? •Do you have an MVP to present (can you demo)? •Design Matters! Validation Execution & Design Business Model
- 8. Judging Criteria •Does yoursolution solve a core need? •Why is it unique? •How will you differentiate yourself from your competition (did you identify competition)? Validation Execution & Design Business Model
- 9. • Project Planning •Business Plan Workshop Agenda
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- 11. No Plan Survivesthe Impact with Reality
- 12. We Need aLeaner Approach “Design the business model is as much or even more important that building the product” Alex Osterwalder
- 14. Exercice #1 “Define whatis a Business Model in 1 minute”
- 15. Exercice #1 “What elementswere on your definition?”
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- 19. How to fillit?
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- 21. Answer 5 questions 1.Who are our most important customers? 2. Who are our users? 3. Who’s influencing them? Who decides? 4. Which are the customers’ more important habits? 5. What type of customer segments should we address?
- 22. Persona Example for Customer Segment • Representationas realistic as possible of the main characteristics of our customers. • It is recommended to create at least one persona per each customer segment.
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- 24. Answer 5 questions 1.What exact problem are we trying to solve? 2. Is this a relevant (real) problem? 3. What is the solution that are developing? 4. How much value are we delivering to the client? 5. Are are the main features of our value proposition?
- 25. How to answerthem? Testing hypothesis.
- 26. How to validate assumptions? Wecan use 2 approaches: • Interviews • Surveys
- 27. Interviews: Solving aReal Problem? Hypothesis List of problems Test Interview 20 people and verify if there is a match between the problems the team has identified and the answers. It is validated if There is a positive match for the top 5 problems.
- 28. Interviews: Creating a RealSolution? Hypothesis List of solutions Test Interview 20 people and verify if there is a match between the solutions the team has identified and the answers. It is validated if There is a positive match for the top 5 solutions.
- 29. Surveys • Serve totest different hypothesis, namely those related with customer segments, value proposition, distribution channels, partnerships, and revenue streams. • They are also a good source of email addresses for direct email marketing. • There are lot of online tools, but you can always do street surveys as well.
- 30. Surveys: 5 BestPractices 1. Don’t do more than 10 questions. 2. Ask the most important questions at the beginning of the survey 3. Use direct and clear phrasing 4. Only ask 1 open question per survey. 5. Ask demographic questions at the end of the survey
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- 32. Answer 5 questions 1.How are we going to communicate the value proposition? 2. How are we going to deliver the product to the customer? 3. What are the customer favorite channels? 4. Is there any integration between different channels? 5. What are the channels that deliver the most bang for buck?
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- 34. Free Marketing Channels CompanyCustomer Web Site Email Marketing Blogs Social Media Communities Search Engine Optimization Viral Marketing
- 35. Paid Marketing Channels CompanyCustomer PPC Direct Mail Tele-Marketing Search Engine Marketing Press & Online Advertising Events & Fairs TV/ Radio
- 36. Sales Channels Company Customer Internet Phone-sales SalesForce Value-Added Resellers (VARs) Agents Distributors Retailers
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- 38. Answer 5 questions 1.How are we going to get customers? 2. How are we going to retain customers? 3. How are we going to grow our customer base? 4. What kind of relationship do customers prefer? 5. Is there any integration with the rest of the business model?
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- 40. Answer 5 questions 1.What are types of revenue sources? (examples) 2. What are the pricing models? 3. How much are customers willing to pay? 4. What customers value the most? 5. What it the share of each source on the total revenue?
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- 45. Answer 5 questions 1.What are the critical activities of our business? 2. How can they be optimized? 3. Which activities can we automate? 4. Which activities should we outsource? 5. Which activities should we keep doing once in a while to keep in touch with reality?
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- 47. Answer 5 questions 1.What are the critical resources? 2. How can I minimize risk? 3. What are the common characteristics of critical resources? 4. How can I obtain my critical resources? 5. How can I keep my critical resources?
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- 49. Answer 5 questions 1.Who are our critical partners? 2. Who are our critical suppliers? 3. Which key resources are we buying from suppliers and partners? 4. What kind of partnerships should we seek? 5. What is the best cluster/ supply-chain where I should be located?
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- 51. Answer 5 questions 1.What is the resulting cost structure? 2. Which resources have the most impact on the costs? 3. What are the most expensive activities? 4. Can you cut some costs via partnerships? 5. Can you have a leaner cost structure?
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- 53. Nespresso Nespresso radically changed thebusiness model of expresso coffee.
- 54. Instructions • Each memberputs up to 3 post-is on the spaces corresponding to each component of the Business Model (15 mins) • Don’t forget to validate the consistency of the model by taking out post-its that are duplicated. • Point a team leader to do the presentation of the BM • Present the Business Model to the group (5 mins)
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- 57. Expresso em Case empresas Expresso na Empresa particulares(fãs do Expresso) 88"
- 58. Expresso em Casa empresas Expresso na Empresa particulares(fãs do Expresso) central telefónica Nespresso.com lojas Nespresso encomenda via correio …lojas de “retail” 89#
- 59. Expresso em Casa empresas Expresso na Empresa particulares(fãs do Expresso) Clube Nespresso central telefónica Nespresso.com lojas Nespresso encomenda via correio …lojas de “retail” 90#
- 60. Expresso em Casa empresas Expresso na Empresa particulares(fãs do Expresso) Clube Nespresso vendas de maquinas Nespresso venda de cápsulas Nespresso central telefónica Nespresso.com lojas Nespresso encomenda via correio …lojas de “retail” 91#
- 61. Expresso em Casa empresas Expresso na Empresa particulares(fãs do Expresso) Clube Nespresso distribuição “B2C” marketing produção vendas de maquinas Nespresso venda de cápsulas Nespresso central telefónica Nespresso.com lojas Nespresso encomenda via correio …lojas de “retail” 92#
- 62. Expresso em Casa empresas Expresso na Empresa particulares(fãs do Expresso) Clube Nespresso distribuição “B2C” marketing produção canais de distribuição patentes instalações de produção vendas de maquinas Nespresso venda de cápsulas Nespresso central telefónica Nespresso.com lojas Nespresso encomenda via correio …lojas de “retail” 93#
- 63. Expresso em Casa empresas Expresso na Empresa particulares(fãs do Expresso) Clube Nespresso fabricantes de maquinas de café distribuição “B2C” marketing produção canais de distribuição patentes instalações de produção vendas de maquinas Nespresso venda de cápsulas Nespresso central telefónica Nespresso.com lojas Nespresso encomenda via correio …lojas de “retail” 94#
- 64. Expresso em Casa empresas Expresso na Empresa particulares(fãs do Expresso) Clube Nespresso fabricantes de maquinas de café distribuição “B2C” marketing produção canais de distribuição patentes instalações de produção produção distribuição “B2C” marketing vendas de maquinas Nespresso venda de cápsulas Nespresso central telefónica Nespresso.com lojas Nespresso encomenda via correio …lojas de “retail” 95#
- 65. NOW GO FOR THEWIN!