1. WHY?

2. THE WORLD IS
CHANGING

3. but the world IS
BUSINESS has
always changed
CHANGING

4. TECHNOLOGY IS
CHANGING

5. technology has
BUSINESS IS
always changed
CHANGING

6. BUSINESS IS
CHANGING

7. but business IS
BUSINESS has
always changed
CHANGING

8. itʼs
because

9. those who canʼt adapt

10. disappear

11. ADVERTISING
MUSIC
AIRLINES
SHIFTING
PUBLISHING
INDUSTRIES
TELECOMS
BANKING
CLOTHING

12. BUT
itʼs also about

13. VALUE
CREATION

16. we need new
methods to
understand &
craft business
models

17. 1980s

18. [source: M.Porter (1980) www.provenmodels.com]

19. 2010s

20. ?

21. A approach

22. what is a
business
model?

23. 9
BUILDING
BLOCKS

24. the 9 building blocks of a business model
drawings by JAM

25. the 9 building blocks of a business model
drawings by JAM

26. the 9 building blocks of a business model
drawings by JAM

27. the 9 building blocks of a business model
drawings by JAM

28. the 9 building blocks of a business model
drawings by JAM

29. the 9 building blocks of a business model
drawings by JAM

30. the 9 building blocks of a business model
drawings by JAM

31. the 9 building blocks of a business model
drawings by JAM

32. the 9 building blocks of a business model
drawings by JAM

33. the 9 building blocks of a business model
drawings by JAM

34. PARTNER KEY OFFER CUSTOMER CUSTOMER
NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS
KEY DISTRIBUTION
RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
drawings by JAM

35. THE BUSINESS MODEL CANVAS
PARTNER KEY OFFER CUSTOMER CUSTOMER
NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS
KEY DISTRIBUTION
RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS

36. who has used
the canvas?

37. who has used
what
worked?
the canvas?

38. who haswhat
what used
worked? didn’t?
the canvas?

39. key is: finding
the appropriate
business model

40. Spinno: Business Model Canvas
Accelerating Your Business
30.8.2011 Spinno BMC A 1

41. A business model describes
the rationale of how an
organization creates, delivers
and captures value
A 2

42. Customer segments
 Distinct segments
 With common needs, behaviors and other
attributes
 Strong decision of which segments to serve and
which to ignore
 Only then a business model can be designed
around the strong understanding of specific
customer needs
A 3

43. Value propositions
 Reason for a customer to turn to one company
instead over another
 Solves a customer problem or satisfies a
customer need
 ValueProp consists of selected bundle of
products / services that caters to the
requirements of a specific customer segment
 Bundle of benefits a company offers to
customers
A 4

44. Channels
 Channel describes haw a company
communicates with and reaches its customer
segments to deliver a Value Proposition
 Communication, distribution and sales channels
comprise a company’s interface with customers
 Awareness, evaluation, purchase, delivery,
aftersales
A 5

45. Customer relationship
 The customer relationship describes the types of
relationships a company establishes with specific
customer segments
 Customer acquisition
 Customer retention
 Boosting sales (upselling)
A 6

46. Revenue streams
 The revenue represents the cash flow a company
generates from each customer segment
 Transaction revenue
 Recurring revenue (post purchase support...)
 Fixed pricing vs. dynamic pricing
 Q’s
 For what value are our customers really willing to pay?
 How are they currently paying?
 How would they prefer to pay?
 How much does each revenue stream contribute to overall
revenues?
A 7

47. Key resources
 The most important assets to make the business
model work
 Physical
 Financial
 Intellectual
 Human
30.8.2011 Alalto Capital A 8

48. Key Activities
 The most important things a company must do
to make the business model work
 Production
 Problem solving
 Platform / network
30.8.2011 Alalto Capital A 9

49. Key Partnerships
 The network of suppliers and partners that make the
business model work
 Strategic alliances between non-competitors
 Coopetition: strategic partnerships between
competitors
 Joint ventures to develop new businesses
 Buyer-supplier relationships to assure reliable supplies
 Motivations
 Optimization & economies of scale
 Reduction of risk and uncertainty
 Acquisition of particular resources and activities
30.8.2011
Alalto Capital A 10

50. Cost Structure
 The cost incurred to operate a business model
 Business model cost structures:
 Cost driven
 Value driven
 Cost structures
 Fixed costs
 Variable costs
 Economies of scale
 Economies of scope
A 11

51. Business Plan: The entrepreneur should be
able to clearly communicate the following:
·
· Business idea, product
· Budget and cash flow Sales and marketing strategy
· Business model · Team background
· Collaborations/Partners · Time schedule/Road Map
· Key success factors · Capitalization plan, exit strategy
· Operational plan
· Risk analysis
· Competition
4.3.2010 Alalto Capital A 12

52. Three different types of
businesses
1. Customer relationship businesses
2. Product innovation businesses
3. Infrastructure businesses
30.8.2011 Alalto Capital A 13

53. Accelerando
 Kokenut ryhmä kansainvälisen liiketoiminnan
ammattilaisia
 Keskittyy kasvuhakuiseen, innovaatioihin
perustuvaan liiketoimintaan
 Myynnin, markkinoinnin, jakelun, rahoituksen,
R&D ja liiketoiminnan ja sen prosessien
kehittämisen osaajia yhdessä
 Kokemusta start up –yrittäjyydestä aina suurten
kansainvälisten teknologiayritysten johtotehtäviin
Suomessa ja ulkomailla
30.8.2011 Spinno BMC A 14

54. Accelerating Services
 Myyntistrategian luominen ja jalkauttaminen
 Tuotekehitysohjelmien suunnittelu, toteutus ja rahoitus
 Liiketoimintastrategiat ja -mallit
 Tuotteen positiointi ja hinnoittelu
 Rahoituksen suunnittelu ja rahoituslähteet
 Kaupallistaminen ja tuotteistaminen
 Johtoryhmä- ja hallitustyöskentely
 Kansainvälistymissunnitelmat ja toteutus
30.8.2011 Spinno BMC A 15