This document provides an overview of the Business Model Canvas, which is a strategic management template for developing new or documenting existing business models. It includes descriptions of the nine basic building blocks of a business model: Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure. For each section, examples are given of different types that could apply. The document also briefly discusses customer development and lean startup methodologies for testing business model hypotheses through customer interactions and iterative design.
I made this presentation because I was having this one question in mind for many days First step of any Business is designing an exceptional Business Model,I hope it help you in solving your doubts.Thank You.
Class 2
• Q&A about Business Model Canvas and Customer Discovery
• Market Types and Market Sizes • Team Presentations
• Summary about Value Proposition • Work for Next Week
Business Model Development using the Business Model Canvas Short
New business ventures work with a series of untested hypothesis. Lean startups fail fast, learn, adjust those hypotheses… they need to go beyond the traditional business plan format. The old ways of creating a business plan with the focus on the operating plan and financial plan don’t work today… the process is linear vs. iterative
The Business Model Canvas, along with the Value Proposition Canvas, focuses on planning vs. the plan… and is based the latest thinking in Visual Languages and Design Thinking. Why? Because many times words just don’t work!
Participants will learn how to build their business models in three stages: Napkin Sketch
Elaborated Canvas and Business Case Canvas.
I made this presentation because I was having this one question in mind for many days First step of any Business is designing an exceptional Business Model,I hope it help you in solving your doubts.Thank You.
Class 2
• Q&A about Business Model Canvas and Customer Discovery
• Market Types and Market Sizes • Team Presentations
• Summary about Value Proposition • Work for Next Week
Business Model Development using the Business Model Canvas Short
New business ventures work with a series of untested hypothesis. Lean startups fail fast, learn, adjust those hypotheses… they need to go beyond the traditional business plan format. The old ways of creating a business plan with the focus on the operating plan and financial plan don’t work today… the process is linear vs. iterative
The Business Model Canvas, along with the Value Proposition Canvas, focuses on planning vs. the plan… and is based the latest thinking in Visual Languages and Design Thinking. Why? Because many times words just don’t work!
Participants will learn how to build their business models in three stages: Napkin Sketch
Elaborated Canvas and Business Case Canvas.
An effective Sales Map increases call effectiveness by visualizing sales conversation outcomes and reducing selling anxiety.
This presentation is a series of screen shots from a live Sales Map developed on Mindomo.
Scott Sambucci presented this sale map as part of the SalesQualia Skillshare Class offered on 11.7.12 at SandboxSuites in San Francisco, CA.
To contact Scott Sambucci or SalesQualia:
Email: scott [at] salesqualia [dot] com
Twitter: www.twitter.com/salesqualia.com
YouTube: www.youtube.com/salesqualia
Website: www.salesqualia.com
A presentation about How to pitch an idea? using the NABC method for 2. semester students involved in the Innovation Project with stakeholder Dan Aid Folkekirkens Nødhjælp.
Q&A about Business Model Canvas and Customer Discovery
Market Types and Market Sizes
Team Presentations
Summary about Value Proposition
Work for Next Week
Marketing for Tech Start-Ups – Getting the fundamentals right - Entrepreneurs...MaRS Discovery District
Learn some of the fundamental concepts and principles of marketing for early-stage start-ups. We address the unique challenges of marketing technology products including:
Knowing when to begin marketing
Recognizing which marketing activities to do first
Identifying the goals of your early marketing activities
Syncing marketing with product development
Using marketing to fine-tune your business model
Hi All, thanks for your interest! We notice that this slide deck, even though its at least half a decade old, gets a lot of views. Great! However, a more recent take on our challenges and solutions in Scrum can be found here: http://www.slideshare.net/fabriquenl/sxsw2013-fabpieter-130309-ss - Enjoy!
----
Scrum: Fast, furious & effective - Presentatie Pieter Jongerius tijdens Emerce eDay 2010
I gave this talk at Beyond Tellerand 2011 on how user experience tools can be used to frame problems better in order to create better (digital) products.
An effective Sales Map increases call effectiveness by visualizing sales conversation outcomes and reducing selling anxiety.
This presentation is a series of screen shots from a live Sales Map developed on Mindomo.
Scott Sambucci presented this sale map as part of the SalesQualia Skillshare Class offered on 11.7.12 at SandboxSuites in San Francisco, CA.
To contact Scott Sambucci or SalesQualia:
Email: scott [at] salesqualia [dot] com
Twitter: www.twitter.com/salesqualia.com
YouTube: www.youtube.com/salesqualia
Website: www.salesqualia.com
A presentation about How to pitch an idea? using the NABC method for 2. semester students involved in the Innovation Project with stakeholder Dan Aid Folkekirkens Nødhjælp.
Q&A about Business Model Canvas and Customer Discovery
Market Types and Market Sizes
Team Presentations
Summary about Value Proposition
Work for Next Week
Marketing for Tech Start-Ups – Getting the fundamentals right - Entrepreneurs...MaRS Discovery District
Learn some of the fundamental concepts and principles of marketing for early-stage start-ups. We address the unique challenges of marketing technology products including:
Knowing when to begin marketing
Recognizing which marketing activities to do first
Identifying the goals of your early marketing activities
Syncing marketing with product development
Using marketing to fine-tune your business model
Hi All, thanks for your interest! We notice that this slide deck, even though its at least half a decade old, gets a lot of views. Great! However, a more recent take on our challenges and solutions in Scrum can be found here: http://www.slideshare.net/fabriquenl/sxsw2013-fabpieter-130309-ss - Enjoy!
----
Scrum: Fast, furious & effective - Presentatie Pieter Jongerius tijdens Emerce eDay 2010
I gave this talk at Beyond Tellerand 2011 on how user experience tools can be used to frame problems better in order to create better (digital) products.
A quick presentation to introduce two concepts:
1. the idea generation workshop (using the A4 Technique and StoryCubes)
2. the value proposition canvas
Growth hustle your way to more business. This creative business development strategy presentation by Corey Eastman (@coreyeastman) was originally from the #dmcTO workshop on 3/20/13 (updated on 10/9/13).
#dmcTO has been featured in publications such as BlogTO, StartupDigest and StartupNorth, for more info: http://coreyeastman.com/designing-a-new-way-to-learn-about-business-growth/
This presentation will help you start designing a systemically disciplined business development and innovation process. By examining who your customer segment really is, what your unique value proposition should be and the process and tools that lead to a more disciplined approach to acquiring your ideal customer and increasing revenue for your business.
5 day #Designsprint: Our product discovery dojo for a start-up in ViennaJens Otto Lange
Case Story about the Product Discovery Dojo - a 5 day design sprint Jens Otto Lange and Stefan Haas run for a start-up in Vienna, Austria, in January 2015, to co-design a compelling vision. Dojo attendees practiced how to apply Design Thinking and the Value Proposition Canvas to match strategy with team and product.
A project of www.podojo.com by http://www.haaslab.net and http://www.jensottolange.de
Pokud značku pojímáme ve správném kontextu a ne jen jako grafickou zkratku vyjádřenou v logu, je dobrá značka pro veřejnou instituci stejně důležitá jako pro privátní firmu. Zaslouží si stejnou pozornost a péči.
Ondřej Rudolf: Dobrá značka pro veřejnou službuLibdesign
/ Prezentováno na konferenci Libdesign 2015.
Jestliže tvoříme nové nebo nově designované služby, budeme potřebovat je smysluplně prezentovat. Jako každý produkt i veřejná služba si zaslouží dobrou značku. Jak vytvořit moderní komunikaci v regulovaném prostředí, kdy zřizovatel není skutečným vlastníkem a zákazník neplatí penězi? Co potřebuje veřejná organizace vědět a umět předtím, než se pustí do brandingu? Na základě reálných zkušeností ze státní, akademické a veřejné sféry projdeme podstatu tvorby funkční značky, přípravu procesů, argumentaci se zřizovatelem, specifika výběru dodavatele a další speciality této disciplíny.
libdesign.cz/konference/speakers/ondrej-rudolf/
Business Model Canvas: Developing and Testing the Business ConceptTim R. Holcomb, Ph.D.
"Business Model Canvas: Developing and Testing the Business Concept" provides an overview of value creation and value capture concepts and introduces the basic framework of Ash Maurya's Lean Business Model Canvas template.
Delivered during World Bank's Mobile Startup Camp (Washington, D.C.) in November 2013 (http://www.infodev.org/mobilestartupcamp).
The first part of the presentation provides some key insights from VisionMobile's Developer Economics 2013 report. The second part is an introduction to the hands-on workshop on business model design tools such as, stakeholder diagrams and the value proposition canvas.
Similar to Business models | Wikilogia Bootcamp for SWDamascus (20)
ألقيت هذه المحاضرة في أول يوم من سلسلة مطور الوب المبتدئ، حيث تناولنا فيها خريطة تقنيات الوب، وكيفية وضع مخططات أولية Mockups لتطبيقك
ألقاه كل من: الأمجد توفيق اصطيف - لين درويش - محمد سلطان
وذلك في حديقة تكنولوجيا المعلومات والاتصالات في دمشق 28 آذار 2015
تضمن اللقاء المحاور التالية:
• أهمية العمل على بناء وتطوير المشاريع العتادية.
• الخطوات الأساسية لبناء مشروع.
• الأدوات والوسائل التي يمكن الاستفادة منها لبناء المشاريع.
• أمثلة لمشاريع ناجحة عربياً ومحلياً.
• مجتمع ويكيلوجيا ودوره في دعم ثقافة المشاريع.
قدمه كل من: يحيى طويل - الحسن محمد علي - شيراز شوباصي - سنا حواصلي
وذلك في مسرح البناء الأحمر في كلية الهندسة الميكيانيكية والكهربائية في دمشق في 11 آذار 2015
فيديو اللقاء:
http://youtu.be/80I4TJpxHTs
مقدمة إلى بيئة أردوينو Arduino IDE
يقارن بينها وبين Scratch4Arduino
ويعلم خلال ذلك أساسيات البرمجة بواسطة لغة الأردوينو Arduino C
ويرافق ذلك أمثلة تطبيقية
تم استخدام هذه الشرائح في نشاط اليافعين الذي جرى في هاكرسبيس ويكيلوجيا في الفترة 14-25 تموز 2013
لمزيد من المعلومات:
http://wiki.wikilogians.org/wiki/أرشيف_أنشطة_الهاكرسبيس/رمضان_اليافعين
أساسيات الحساسات والإشارة التماثلية في الأردوينو لليافعينWikilogia
عرض تقديمي لتوضيح استخدام الحساسات والتعامل مع الإشارات التماثلية باستخدام الأردوينو مع تطبيقات بسيطة لذلك.
تم استخدام هذه الشرائح في نشاط اليافعين الذي جرى في هاكرسبيس ويكيلوجيا في الفترة 14-25 تموز 2013
لمزيد من المعلومات:
http://wiki.wikilogians.org/wiki/أرشيف_أنشطة_الهاكرسبيس/رمضان_اليافعين
لما كانت قمة الإنسانية أن تشارك العالم أعظم ما لديك، ولما كانت الأفكار العظيمة لا تنشأ إلا بتلاقح الأفكار من الجميع، كان لا بد أن يدرك اليافعون وجود المنبر الذي يعبرون من خلاله عن أنفسهم أمام كل مستخدمي الإنترنت وهي منصة التدوين wordpress التي كسرت مركزية الإعلام والصحافة وساهمت بتشكيل الإعلام الجديد.
مقدمة إلى برمجة المتحكمات بلغة مبسطة إضافة لتطبيق عملي وذلك باستخدام متحكم الأردوينو وبرنامج Scratch for Arduino.
تم استخدام هذه الشرائح في نشاط اليافعين الذي جرى في هاكرسبيس ويكيلوجيا في الفترة 14-25 تموز 2013
لمزيد من المعلومات:
http://wiki.wikilogians.org/wiki/أرشيف_أنشطة_الهاكرسبيس/رمضان_اليافعين
تتضمن الشرائح عرضاً لمبادئ الكهرباء ابتداءً بالذرة وانتهاءً بالمفاهيم الأساسية: التيار، الجهد، والمقاومة.
بعدها يتم الحديث عن المتحكمات واستخدامها بالإضافة للتعريف بالأردوينو، ونهاية التنويه لمخاطر استخدام الكهرباء بشكل غير صحيح وتوضيح سبل الوقاية.
تم استخدام هذه الشرائح في نشاط اليافعين الذي جرى في هاكرسبيس ويكيلوجيا في الفترة 14-25 تموز 2013
لمزيد من المعلومات:
http://wiki.wikilogians.org/wiki/أرشيف_أنشطة_الهاكرسبيس/رمضان_اليافعين
16.
Customer groups represent separate
segments if:
Their needs require and justify a distinct offer
They are reached through different Distribution
Channels
They require different types of relationships
They have substantially different profitabilities
They are willing to pay for different aspects of the
offer
21.
Channels serve several functions, including:
Raising awareness among customers about a
company’s products and services
Helping customers evaluate a company’s Value
Proposition
Allowing customers to purchase specific products
and services
Delivering a Value Proposition to customers
Providing post-purchase customer support
28. A business model can involve two diΩerent types
of Revenue Streams:
1. Transaction revenues resulting from one-time
customer payments
2. Recurring revenues resulting from ongoing
payments to either deliver a Value Proposition
to customers or provide post-purchase
customer support
37. Types
Companies create alliances to optimize their
business models, reduce risk, or acquire
resources
We can distinguish between four different
types of partnerships:
Strategic alliances between non-competitors
Coopetition: strategic partnerships between
competitors
Joint ventures to develop new businesses
Buyer-supplier relationships to assure reliable
supplies
53. What functional jobs is your customer trying get
done? (e.g. perform or complete a specific
task, solve a specific problem, ...)
What social jobs is your customer trying to get
done? (e.g. trying to look good, gain power or
status, ...)
What emotional jobs is your customer trying get
done? (e.g. esthetics, feel good, security, ...)
What basic needs is your customer trying to
satisfy? (e.g. communication, sex, ...)
54.
55. What does your customer find too costly? (e.g.
takes a lot of time, costs too much money,
requires substantial efforts, ...)
What makes your customer feel bad?(e.g.
frustrations, annoyances, things that give them
a headache, ...)
How are current solutions underperforming for
your customer? (e.g. lack of features,
performance, malfunctioning, ...)
What are the main difficulties and challenges
your customer encounters? (e.g. understanding
56.
57. Which savings would make your customer
happy? (e.g. in terms of time, money and effort,
...)
What outcomes does your customer expect and
what would go beyond his/her expectations?
(e.g. quality level, more of something, less of
something, ...)
How do current solutions delight your customer?
(e.g. specific features, performance, quality, ...)
What would make your customer’s job or life
easier? (e.g. flatter learning curve, more
58.
59.
60. ... produce savings? (e.g. in terms of time,
money, or efforts, ...)
... make your customers feel better? (e.g. kills
frustrations, annoyances, things that give them
a headache, ...)
... fix underperforming solutions? (e.g. new
features, better performance, better quality, ...)
... put an end to difficulties and challenges your
customers encounter? (e.g. make things
easier, helping them get done, eliminate
resistance, ...)
61.
62. ...create savings that make your customer
happy? (e.g. in terms of time, money and effort,
...)
... produce outcomes your customer expects or
that go beyond their expectations? (e.g. better
quality level, more of something, less of
something, ...)
... copy or outperform current solutions that
delight your customer? (e.g. regarding specific
features, performance, quality, ...)
... make your customer’s job or life easier? (e.g.