Business model generation
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The document discusses the business model canvas, which is a tool for developing new or documenting existing business models. It describes the nine building blocks of a business model: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document provides examples of different business model patterns and outlines steps for designing new business models, including customer insights, ideation, storytelling, and scenario development. It emphasizes the business model canvas and storytelling techniques can be used to mobilize, understand, design, implement, and manage business models.
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Business model generation
- 1. Business Model Generation Hamdy A. Khalil Aug 2012 1 / 32
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- 8. 4 / 32
- 9. Customer Segments An organization serves one or several Customer Segments. Value Propositions It seeks to solve customer problems and satisfy customer needs with value propositions. Channels Value propositions are delivered to customers through communication, distribution, and sales Channels. Customer Relationships Customer relationships are established and maintained with each Customer Segment. [ The 9 Building Blocks CS VP CH CR 1 2 3 4 4 / 32
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- 11. Customer Segments An organization serves one or several Customer Segments. Value Propositions It seeks to solve customer problems and satisfy customer needs with value propositions. Channels Value propositions are delivered to customers through communication, distribution, and sales Channels. Customer Relationships Customer relationships are established and maintained with each Customer Segment. [ The 9 Building Blocks CS VP CH CR 1 2 3 4 5 / 32
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- 13. Customer Segments An organization serves one or several Customer Segments. Value Propositions It seeks to solve customer problems and satisfy customer needs with value propositions. Channels Value propositions are delivered to customers through communication, distribution, and sales Channels. Customer Relationships Customer relationships are established and maintained with each Customer Segment. [ The 9 Building Blocks CS VP CH CR 1 2 3 4 6 / 32
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- 15. Customer Segments An organization serves one or several Customer Segments. Value Propositions It seeks to solve customer problems and satisfy customer needs with value propositions. Channels Value propositions are delivered to customers through communication, distribution, and sales Channels. Customer Relationships Customer relationships are established and maintained with each Customer Segment. [ The 9 Building Blocks CS VP CH CR 1 2 3 4 7 / 32
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- 17. Customer Segments An organization serves one or several Customer Segments. Value Propositions It seeks to solve customer problems and satisfy customer needs with value propositions. Channels Value propositions are delivered to customers through communication, distribution, and sales Channels. Customer Relationships Customer relationships are established and maintained with each Customer Segment. [ The 9 Building Blocks CS VP CH CR 1 2 3 4 8 / 32
- 18. }17 Revenue Streams Revenue streams result from value propositions successfully oΩered to customers. Key Resources Key resources are the assets required to oΩer and deliver the previously described elements… Key Activities …by performing a number of Key Activities. Key Partnerships Some activities are outsourced and some resources are acquired outside the enterprise. Cost Structure The business model elements result in the cost structure. R$ KR KA KP C$ 5 6 7 8 9 9 / 32
- 19. }17 Revenue Streams Revenue streams result from value propositions successfully oΩered to customers. Key Resources Key resources are the assets required to oΩer and deliver the previously described elements… Key Activities …by performing a number of Key Activities. Key Partnerships Some activities are outsourced and some resources are acquired outside the enterprise. Cost Structure The business model elements result in the cost structure. R$ KR KA KP C$ 5 6 7 8 9 10 / 32
- 20. }17 Revenue Streams Revenue streams result from value propositions successfully oΩered to customers. Key Resources Key resources are the assets required to oΩer and deliver the previously described elements… Key Activities …by performing a number of Key Activities. Key Partnerships Some activities are outsourced and some resources are acquired outside the enterprise. Cost Structure The business model elements result in the cost structure. R$ KR KA KP C$ 5 6 7 8 9 11 / 32
- 21. }17 Revenue Streams Revenue streams result from value propositions successfully oΩered to customers. Key Resources Key resources are the assets required to oΩer and deliver the previously described elements… Key Activities …by performing a number of Key Activities. Key Partnerships Some activities are outsourced and some resources are acquired outside the enterprise. Cost Structure The business model elements result in the cost structure. R$ KR KA KP C$ 5 6 7 8 9 12 / 32
- 22. }17 Revenue Streams Revenue streams result from value propositions successfully oΩered to customers. Key Resources Key resources are the assets required to oΩer and deliver the previously described elements… Key Activities …by performing a number of Key Activities. Key Partnerships Some activities are outsourced and some resources are acquired outside the enterprise. Cost Structure The business model elements result in the cost structure. R$ KR KA KP C$ 5 6 7 8 9 13 / 32
- 23. }17 Revenue Streams Revenue streams result from value propositions successfully oΩered to customers. Key Resources Key resources are the assets required to oΩer and deliver the previously described elements… Key Activities …by performing a number of Key Activities. Key Partnerships Some activities are outsourced and some resources are acquired outside the enterprise. Cost Structure The business model elements result in the cost structure. R$ KR KA KP C$ 5 6 7 8 9 14 / 32
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- 26. VP CR CH CSKP KA KR R$C$ left canvas efficiency 17 / 32
- 27. Patterns 18 / 32
- 29. Unbundling (ex. Vodafone) Long Tail (ex. LuLu) Patterns 18 / 32
- 30. Unbundling (ex. Vodafone) Long Tail (ex. LuLu) Multi-Sided Platform(ex. Google) Patterns 18 / 32
- 31. Unbundling (ex. Vodafone) Long Tail (ex. LuLu) Multi-Sided Platform(ex. Google) Free (Skype) Patterns 18 / 32
- 32. Unbundling (ex. Vodafone) Long Tail (ex. LuLu) Multi-Sided Platform(ex. Google) Free (Skype) Open Biz Model ( Innocentive) Patterns 18 / 32
- 34. (MultiSided)Wii vs PSP 20/ 32
- 35. Multi-sided Platform 21 / 32
- 36. Designing Customer Insights Ideation Visual Thinking Story Telling Scenarios 22 / 32
- 37. Story Telling 23 / 32
- 39. Customer Insights 25 / 32
- 40. Empathy Map 26 / 32
- 41. Empathy Map 27 / 32
- 42. Process Mobilize Understand Design Implement Manage 28 / 32
- 43. Mobilize Business Model Canvas (p. 44) Storytelling (p. 170) 29 / 32
- 45. NGO/GOVs 31 / 32
- 46. Model vs Plan 32 / 32