The document discusses using a business model canvas to analyze the operations of the Office of Pesticide Programs at the EPA. It provides an example business model canvas of the EPA office, including its key activities, resources, partners, costs, and revenue. It then discusses assessing how the business model would be impacted by adding a new customer segment of farmers and a potential financial crisis causing reduced pesticide use and sales. Attendees are then instructed to create their own business model canvas to analyze their own organization.

1. Paul M. Boos
paul.boos@excella.com
@paul_boos

2. Agenda
• Intro to Business Canvas
• What did the Office of Pesticide Programs’ Business
Model Look Like?
• Look a new constituent!
• Assessing the impact of a financial crisis
• Give it a shot! (Get a start on yours…)
• Debrief & Q&A

3. Business Model Generation by Alex Osterwalder

4. Value Propositions
• What the organization provides
to its customers.
• These should relate directly to
your organization’s mission.
• Articulate metrics for these so
that people understand the
value.

5. Customer Segments
• Who the organization identifies
as customers.
• Consumes produced value.
• May further add value to their
customers.

6. Customer Relationships
• How the organization understands
its customer’s evolving needs.
• Key to understanding if the
products/services are still of value.
• Often have associated costs.
Channels
• How the organization gets
products/services to its customers.
• Also have associated costs.

7. Key Partners
• Other organizations providing
people, services, products, or
other resources .
• The word ‘key’ is important;
some organizations may provide
non-essential services.
• May or may not incur costs.
Cost: Contractor or Supplier – usually
shown in the Key Resource then;
Free: Data from another agency

8. Key Activities
• How the organization create their
value propositions.
• Describe with unique process or
value stream titles.
• Always have associated costs.
Key Resources
• Talent/people, systems, and
knowledge used to create value.
• Always have associated costs.
(Volunteers maybe would be ‘free’.)

9. Cost Structures
• Costs incurred to create
and deliver the
products and services
(key activities & resources),
maintain customer
relationships, and set-up
and operate channels.
• Be careful not to double
count if key resources are
used on key activities.
• Looking for cost drivers,
not necessarily every
cost.

10. Revenue Streams
• Funds that flow into the
organization.
• For commercial
organizations (for-profit
companies) these are
payments.
• For non-profit orgs,
these likely are
donations, dues, or
possibly services.
• For the public sector,
these are usually
appropriations.

11. So What..?
• Business Canvases provide a view into an
organization on ONE page.
• You can quickly see if certain costs/key activities are
misaligned against the value proposition.
Example: Are you spending too much in an area not
related to what you provide to your customers?
• You can do this at various levels of the organization.

12. EPA/Office Of Pesticide Programs
Approved (Safe) PesticidesApproved (Safe) Pesticides
Pesticide Chemical DataPesticide Chemical Data
Pesticide RegistrantsPesticide Registrants
Health ActivistsHealth Activists
Environmental ActivistsEnvironmental Activists
PublicPublic
Industry EventsIndustry Events
News BriefingsNews Briefings
Data Available/StudiesData Available/Studies
Submission/Tracking PortalSubmission/Tracking Portal
Office of Pollution
Prevention and Toxics
(OPPT)
Office of Pollution
Prevention and Toxics
(OPPT)
Analysis Contractors &
Universities
Analysis Contractors &
Universities
Build & Maintain SystemsBuild & Maintain Systems
Disseminate DataDisseminate Data
Legal StaffLegal Staff
S/W, Servers, & NetworkS/W, Servers, & Network
Evaluate PesticidesEvaluate Pesticides
Approve LabelsApprove Labels
ResearchersResearchers
IT StaffIT Staff
IT ContractorsIT Contractors
US Fish & Wildlife
Service
US Fish & Wildlife
Service
USDAUSDA
SalariesSalaries
ContractsContracts
LicensesLicenses
AppropriationsAppropriations
GrantsGrants
Registration & Maintenance FeesRegistration & Maintenance Fees

13. What’s So Cool?
• Well I can walk a new employee through this and
they know
• what the organization offers its constituents,
• the primary way it does this
• the key activities, staff, partners, and other resources
needed to do this
• the primary cost drivers
• how we get money
• THINK: How valuable would that be to you for
everyone in the organization knowing that so they
can make decisions on it…
But wait, there’s more…

14. what happens if
we think of a possible
new customer segment?
So…
V
constituent

15. EPA/Office Of Pesticide Programs
Approved Safe PesticidesApproved Safe Pesticides
Pesticide Chemical DataPesticide Chemical Data
Pesticide RegistrantsPesticide Registrants
Health ActivistsHealth Activists
Environmental ActivistsEnvironmental Activists
PublicPublic
Industry EventsIndustry Events
News BriefingsNews Briefings
Data Available/StudiesData Available/Studies
Submission/Tracking PortalSubmission/Tracking Portal
Office of Pollution
Prevention and Toxics
(OPPT)
Office of Pollution
Prevention and Toxics
(OPPT)
Analysis Contractors &
Universities
Analysis Contractors &
Universities
Build & Maintain SystemsBuild & Maintain Systems
Disseminate DataDisseminate Data
Legal StaffLegal Staff
S/W, Servers, & NetworkS/W, Servers, & Network
Evaluate PesticidesEvaluate Pesticides
Approve LabelsApprove Labels
ResearchersResearchers
IT StaffIT Staff
IT ContractorsIT Contractors
US Fish & Wildlife
Service
US Fish & Wildilfe
Service
USDAUSDA
SalariesSalaries
ContractsContracts
LicensesLicenses
AppropriationsAppropriations
GrantsGrants
Registration & Maintenance FeesRegistration & Maintenance Fees
FarmersFarmers
Improved
CX of Pesticide Labels
Improved
CX of Pesticide Labels

16. So Some Qs for You…
• What might be some good metrics for this value
proposition?
• What other value propositions could we give farmers?
• What customer relationships should we manage for our
value proposition(s)?
• What channels do we need to distribute our value
proposition(s)?

17. The Business Environment

18. Financial Crisis!
INDUSTRY
FORCES
KEY
TRENDS
MARKET
FORCES
MACRO-
ECONOMIC
FORCES
Downward pressure on food prices
Less pesticides bought
Less household income
Less R&D
Less Fees Rcvd
Less farm income
Less pesticide manufacturer income

19. Now it’s your turn….
• Grab a Biz Canvas and give it a shot…
• See what you can define in how your organization
operates
• I’ll give you __ minutes (feel free to ask a question
if you find a spot difficult)

20. DebriefWhat did you learn?

21. Thank You!
Merci!
Please Keep in Touch…
Paul M. Boos
paul.boos@excella.com
@paul_boos