![[source: M.Porter (1980) www.provenmodels.com]](https://image.slidesharecdn.com/businessmodelcanvas-111005071307-phpapp02/85/Insight300811_Business_Model_Canvas_liiketoimintamalli_Osterwalder-18-320.jpg)
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Insight300811_Business_Model_Canvas_liiketoimintamalli_Osterwalder
The document discusses business models and the business model canvas. It describes the 9 building blocks of a business model canvas: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. Each building block is defined and examples are provided. The document also discusses different types of business models and acceleration services that can help companies develop their business model.
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Insight300811_Business_Model_Canvas_liiketoimintamalli_Osterwalder
- 1.
- 2. THE WORLD IS CHANGING
- 3. but the worldIS BUSINESS has always changed CHANGING
- 4. TECHNOLOGY IS CHANGING
- 5. technology has BUSINESS IS always changed CHANGING
- 6.
- 7. but business IS BUSINESS has always changed CHANGING
- 8.
- 9. those who canʼtadapt
- 10.
- 11. ADVERTISING MUSIC AIRLINES SHIFTING PUBLISHING INDUSTRIES TELECOMS BANKING CLOTHING
- 12. BUT itʼs also about
- 13.
- 16. we need new methods to understand & craft business models
- 17.
- 18. [source: M.Porter (1980)www.provenmodels.com]
- 19.
- 20.
- 21. A approach
- 22. what is a business model?
- 23.
- 24. the 9 buildingblocks of a business model drawings by JAM
- 25. the 9 buildingblocks of a business model drawings by JAM
- 26. the 9 buildingblocks of a business model drawings by JAM
- 27. the 9 buildingblocks of a business model drawings by JAM
- 28. the 9 buildingblocks of a business model drawings by JAM
- 29. the 9 buildingblocks of a business model drawings by JAM
- 30. the 9 buildingblocks of a business model drawings by JAM
- 31. the 9 buildingblocks of a business model drawings by JAM
- 32. the 9 buildingblocks of a business model drawings by JAM
- 33. the 9 buildingblocks 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 MODELCANVAS 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 theappropriate business model
- 40. Spinno: Business ModelCanvas Accelerating Your Business 30.8.2011 Spinno BMC A 1
- 41. A business modeldescribes the rationale of how an organization creates, delivers and captures value A 2
- 42. Customer segments Distinctsegments 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 Reasonfor 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 describeshaw 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 Thecustomer 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 Therevenue 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 Thecost 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: Theentrepreneur 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 typesof 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