This document provides an overview of the business model canvas tool. It discusses the 9 building blocks of the business model canvas: 1) customer segments, 2) value propositions, 3) channels, 4) customer relationships, 5) revenue streams, 6) key resources, 7) key activities, 8) key partnerships, and 9) cost structure. For each building block, it provides brief definitions and questions to consider when analyzing a business model. The document emphasizes that the business model canvas is an iterative tool to help visualize and assess different components of a business model.
Quick Intro about importance of Business Models and Business Model Innovation and then deeper into Business Model Canvas, Presented at sup46.se for 130 www.sses.se students in Stockholm
Agile Australia 2014 | A light saber for your disruptive tool belt: the Busin...DiUS
This session introduces you to the Business Model Canvas: a shared visual language that allows you to use nine basic building blocks to describe and design any business model. Pete shows how the Business Model Canvas is a useful tool for the entire team to achieve goals within the context of an overall vision.
You will walk away knowing how to use the Business Model Canvas to map a business model and how it can be used as a tool to support genuine disruption and incremental innovation. You will also explore Lean Canvas, a variation of the model for entrepreneurs.
Business Model Generation: Business Model Canvas + Design ThinkingSiddhant Choudhary
A business model describes the rationale of how an organisation creates, delivers and captures value. This ppt runs you through basics of business model generation.
Quick Intro about importance of Business Models and Business Model Innovation and then deeper into Business Model Canvas, Presented at sup46.se for 130 www.sses.se students in Stockholm
Agile Australia 2014 | A light saber for your disruptive tool belt: the Busin...DiUS
This session introduces you to the Business Model Canvas: a shared visual language that allows you to use nine basic building blocks to describe and design any business model. Pete shows how the Business Model Canvas is a useful tool for the entire team to achieve goals within the context of an overall vision.
You will walk away knowing how to use the Business Model Canvas to map a business model and how it can be used as a tool to support genuine disruption and incremental innovation. You will also explore Lean Canvas, a variation of the model for entrepreneurs.
Business Model Generation: Business Model Canvas + Design ThinkingSiddhant Choudhary
A business model describes the rationale of how an organisation creates, delivers and captures value. This ppt runs you through basics of business model generation.
Accelerating and Sustaining Business Model InnovationInês Almeida
In depth guide to accelerating and sustaining business model innovation in the enterprise. Includes tools, models, frameworks, and references to thought-leaders, best selling books and research on the subject.
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)
Startup Workshop #2: Business Model CanvasMilan Vukas
What is the Business Model Canvas?
A compact overview of the Business Model Canvas, a tool for visionaries, game changers, and challengers. This tool from the bestselling management book Business Model Generation is applied in leading organizations and start-ups worldwide.
Business Model Canvas template: http://tinyurl.com/33zjwxq
Email: hello@milanvukas.com
Twitter: https://twitter.com/m_vukas
Blog: http://www.milanvukas.com/blog
Business Model Innovation - Key Note Speech Emad Saif
This is my keynote speech for anyone interested on "Business Model Innovation" at the Arabic Innovation Academy organized by the European Innovation Academy and Qatar Science & Technology Park in Qatar on Jan 7 2018
New technology, digitalization, millennials and megatrends will bring opportunities to the prepared business leader and potential for disruption in B2C markets.
Once we create a business model canvas for our business idea, how do we proceed in making a financial plan? How do we assess if it's in principle financially feasible? How do we create income statements, cash flows and do break-even analysis. This workshop was aimed to bridge the gap between BMC and financial plan aimed to aid entrepreneurs struggling with financial statements. If you found this helpful or have suggestions I would love to read it in the comments section.
Thanks everyone that joined this discussion for small business owners who want to innovate their business model to shield their business and protect it against competitors.
View: http://bit.ly/bizign528
Download: http://bit.ly/bizigd528
Description
When the market changes, you have to change your business strategy and take control of your company’s success. A business model helps you understand why certain tactics may not be working for your business and identify options to overcome specific challenges. In a global market that is constantly evolving, business owners need to take an active role in reviewing and retooling their strategies.
This session challenges small business owners to re-evaluate their methods, rethink their options, and reignite their organization.
About the Speaker
Hector Del Castillo
Hector helps executives, senior managers and entrepreneurs transform ideas into a great business. He has launched over 30 global products resulting in over $200M in achieved sales revenue. He has over 15 years of experience aligning business + marketing + product strategies and creating new revenue streams to thrust companies to the next level of growth. Click here to connect with Hector via LinkedIn: http://linkd.in/hdelcastillo.
Hosted by WeWork at WeWork.com.
About Business Ignite
A thought-provoking series for small and mid-market business owners, executives, managers and leaders to ignite business growth in the DMV area.
About Startups Central
A collaborative community that allows motivated makers, shakers, creatives, advisers and funders to connect, share and learn from each other to launch new successful companies and thrust a few companies into hyper growth in the DMV area.
Register for the Startups Central on Meetup to stay tuned about upcoming activities near you. Visit: http://bit.ly/startupscentral.
Interested in creating an entrepreneur-friendly community in your coworking space? Contact Hector Del Castillo to schedule a brief call.
Business Model for Companies & Personal Life
http://anggriawan.web.id/2014/02/business-model.html
References:
- "Business Model Generation" by Alexander Osterwalder & Yves Pigneur
- "Business Model You" by Timothy Clark
Human-Centred Design & the Business Model CanvasHeather McQuaid
What’s the best way to show how Human-Centred Design (aka Design Thinking) methods could be applied to the Business Model Canvas? By mapping methods onto a specific challenge within a Building Block. Here, I've looked at how to better understand the Customer Segment in order to inform choices about Value Propositions, Channels, Customer Relationships and Revenue Streams.
Accelerating and Sustaining Business Model InnovationInês Almeida
In depth guide to accelerating and sustaining business model innovation in the enterprise. Includes tools, models, frameworks, and references to thought-leaders, best selling books and research on the subject.
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)
Startup Workshop #2: Business Model CanvasMilan Vukas
What is the Business Model Canvas?
A compact overview of the Business Model Canvas, a tool for visionaries, game changers, and challengers. This tool from the bestselling management book Business Model Generation is applied in leading organizations and start-ups worldwide.
Business Model Canvas template: http://tinyurl.com/33zjwxq
Email: hello@milanvukas.com
Twitter: https://twitter.com/m_vukas
Blog: http://www.milanvukas.com/blog
Business Model Innovation - Key Note Speech Emad Saif
This is my keynote speech for anyone interested on "Business Model Innovation" at the Arabic Innovation Academy organized by the European Innovation Academy and Qatar Science & Technology Park in Qatar on Jan 7 2018
New technology, digitalization, millennials and megatrends will bring opportunities to the prepared business leader and potential for disruption in B2C markets.
Once we create a business model canvas for our business idea, how do we proceed in making a financial plan? How do we assess if it's in principle financially feasible? How do we create income statements, cash flows and do break-even analysis. This workshop was aimed to bridge the gap between BMC and financial plan aimed to aid entrepreneurs struggling with financial statements. If you found this helpful or have suggestions I would love to read it in the comments section.
Thanks everyone that joined this discussion for small business owners who want to innovate their business model to shield their business and protect it against competitors.
View: http://bit.ly/bizign528
Download: http://bit.ly/bizigd528
Description
When the market changes, you have to change your business strategy and take control of your company’s success. A business model helps you understand why certain tactics may not be working for your business and identify options to overcome specific challenges. In a global market that is constantly evolving, business owners need to take an active role in reviewing and retooling their strategies.
This session challenges small business owners to re-evaluate their methods, rethink their options, and reignite their organization.
About the Speaker
Hector Del Castillo
Hector helps executives, senior managers and entrepreneurs transform ideas into a great business. He has launched over 30 global products resulting in over $200M in achieved sales revenue. He has over 15 years of experience aligning business + marketing + product strategies and creating new revenue streams to thrust companies to the next level of growth. Click here to connect with Hector via LinkedIn: http://linkd.in/hdelcastillo.
Hosted by WeWork at WeWork.com.
About Business Ignite
A thought-provoking series for small and mid-market business owners, executives, managers and leaders to ignite business growth in the DMV area.
About Startups Central
A collaborative community that allows motivated makers, shakers, creatives, advisers and funders to connect, share and learn from each other to launch new successful companies and thrust a few companies into hyper growth in the DMV area.
Register for the Startups Central on Meetup to stay tuned about upcoming activities near you. Visit: http://bit.ly/startupscentral.
Interested in creating an entrepreneur-friendly community in your coworking space? Contact Hector Del Castillo to schedule a brief call.
Business Model for Companies & Personal Life
http://anggriawan.web.id/2014/02/business-model.html
References:
- "Business Model Generation" by Alexander Osterwalder & Yves Pigneur
- "Business Model You" by Timothy Clark
Human-Centred Design & the Business Model CanvasHeather McQuaid
What’s the best way to show how Human-Centred Design (aka Design Thinking) methods could be applied to the Business Model Canvas? By mapping methods onto a specific challenge within a Building Block. Here, I've looked at how to better understand the Customer Segment in order to inform choices about Value Propositions, Channels, Customer Relationships and Revenue Streams.
Introduction to Entrepreneurship , Entrepreneurship in Action, KTHSerdar Temiz
Introduction to the Course, and What is Entrepreneurship, Why Entrepreneurship is Important, Why this course is important, Expectations, KTH Royal Institute of Technology www.serdartemiz.com
Have an idea for a startup but not sure where to begin? This presentation will provide guidance about how to turn that idea into a viable business. Learn a step-by-step methodology that will help you get beyond the idea phase and on the path to a successful startup venture.
Aimspire Business Model for Sustainable GrowthAimspireWorld
For Startup, Business Model vs Technology? While idea and technology might get one to START something UP, Business Model is a road map to get one to the desired destination.
Business Model Generation is a comprehensive guide to building innovative business models. From empathizing & connecting with customers to finding inspiration for products & learning from some of today’s most game-changing platforms, these blinks will help to kick-start the business thinking.
Overcome the challenges of business model design, generation, and reinvention by working through five critical stages:
1. Formulating your business model canvas. Consider how your organization will create, deliver, and capture value. Begin crafting a blueprint for how your strategy will be implemented that includes considerations for your customers, offers, infrastructures, and financial viability.
2. Understanding business model patterns. Look to other successful business models to find inspiration and deepen your understanding of the dynamics of your own approach.
3. Honing the design of your business model. Evaluate the tools and techniques of design that can help you envi¬sion possibilities, extend the boundaries of your thought, and create value for your customers.
4. Reinterpreting your strategy through the lens of your business model. Question the intricacies of established business models and how they function in terms of the context, drivers, and constraints of your business model environment.
5. Unifying the concept, tools, and techniques to make your model a success. Adapt your approach to business model design so you can overcome obstacles, achieve your critical success factors, and satisfy the needs of your organization
Measuring Innovation Pace in FinTech - October 2019LHBS
Innovation is a race. 37% of banks in Germany viewed
fintech as a possible threat.
In the financial service industry, legacy organizations and emerging fintech disruptors are competing in the same environment, for the same customers.
Understanding the Role of Customer Advocacy Throughout the Customer JourneyInfluitive
Misia Tramp, VP of Customer Experience Strategy of Metia Group
Misia will reveal insight gathered during a study analyzing the key performance attributes of 13 major technology brands and the comparative effectiveness of their customer advocacy and reference programs against seven drivers of success. A detailed executive summary of the research will be shared with all Advocamp delegates after the conference. The insights clearly point to specific strategies and tactics to optimize experiences for advocacy throughout all stages of the customer journey.
The Business Model Canvas represents a valuable framework which is used by many small and big organizations all over the globe. With its flexible yet simple application, it has helped many companies to improve existing products, create new ones, and develop better strategies for the future.
If you would like to learn more about the Business Model Canvas and its application, please feel free to get in touch with us.
Lawrence Wright, serial entrepreneur
Лекция Лоренса Райта, серийного предпринимателя, основателя Стартап Академии Сколково и основателя компании GVA LaunchGurus для Startup Bootcamp 4-6 ноября 2015 года, интенсивной программы для начинающих предпринимателей
Transformation Toolkit: Themes to support successful transformationsBirgitte Yttri
The Transformation Toolkit is developed in the Norwegian Project CUSTOMER CARE 2015. It is a cooperation project with the following partners: Telenor ASA, DNB BANK ASA, Norway Post, SINTEF, Norwegian School of Economics (NHH), The Oslo School of Architecture and Design (AHO), Bekk Management Consulting, The Norwegian Centre for Design and Architecture (DOGA) and Copenhagen Business School.
The Project is financed by the Norwegian Research Council.
The ambition of Customer Care 2015 is how to deliver excellent service experience to customers in the future. The transformation to digital touchpoints has been hampered by the silo-organisation. Corporate culture, incentive- and KPI-systems are Barriers for delivering the experience that customers expect.
To oblige this ambition, we present the Transformation Toolkit - that will contribute to successful transformations in the future.
Lean Analytics - Communication Layer into the World of BusinessBen Yoskovitz
Lean Analytics is more than just understanding what to track and when. Lean Analytics (and data in general) is about communication within an organization. This is a 1-day workshop I conducted at CrunchConf 2016 in Budapest with a group of data analysts and data scientists to help them understand their role, through the use of analytics, within a larger organization.
Skyword Forward 2016 Preview: How to Build Your Content Marketing Strategy by...Skyword Inc.
When you spend so much time investing in your content creation process, it can be easy to lose sight of the end goal. A successful content strategy must be able to measure it’s worth by tracking the new leads coming in, as well as audience engagement. In order to own your audience, you have to first figure out how they interact with your content. During the webinar, he will discuss key factors to content marketing success including how to:
-Define your mission statement
-Track your buyer's journey
-Identify key KPIs
Don’t just hear him speak during the webinar. Secure your seat to see him at Forward by registering for our conference from June 22nd-23rd (http://www.skyword.com/forward/).
Use the promo code 100_off to get 20% off your ticket.
Open Data for Digital Activism and Civic EngegamentSerdar Temiz
e-Society: Youth and Media Conference" in Skopje, Macedonia on February 7th and 8th 2014. It is a two-day conference organized by the Metamorphosis Foundation and the Youth Educational Forum, exploring media from a youth perspective, youth led media, media literacy, information quality, digital media activism, music and movements.
I represented Open Knowledge Foundation as Ambassador of Sweden and his topic was " Open Data for Digital Activism and Civic Engagement".
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
2. Serdar Temiz
Social
Entrepreneur
PhD Candidate
Lecturer Entrepreneurship, Technology Entrepreneurship
Open and User Innovation,
Chairman
Previous life:
IT support,Telecom software Engineer, .NET, Java
developer, Project Manager, Business Developer
B.S, M.Sc, MBA & MA,
www.sciencebacker.com
www.okfn.se /
www.okfn.org
3. Some Questions
• What is Invention
• What is Innovation
Serdar Temiz & Terrence Brown 20162016-11-20
4. There are many inventions, but far
fewer
innovations.
An invention is a novel idea
Innovation is the commercialization of
that
novel idea
Serdar Temiz & Terrence Brown
2016
2016-11-20
5. Types of Innovation
1. Technology innovation
2. Process innovation
3. Product & service innovation
4. Business Model innovation
Serdar Temiz & Terrence Brown
2016
2016-11-20
8. Product / service innovation
Serdar Temiz & Terrence Brown
2016
2016-11-20
9.
10. Definitions
• “the content, structure, and governance of transactions designed so as to
create value through the exploitation of business opportunities” (Zott & Amit,
2001 p 494-495)
• “defines how the enterprise creates and delivers value to customers, and
then converts payments received to profits” (Teece, 2010 p 173)
• “takes technological characteristics and potentials as inputs and converts
them through customers and markets into economic outputs” (Chesbrough &
Rosenbloom, 2002, p. 532)
• The logic of the firm, the way it operates and how it creates value for its
stakeholder (Casadesus & Ricart)
• “a set of expectations about how the business will be successful in its
environment” (Downing, 2005, p. 186)
• “stories that explain how enterprises work” (Magretta, 2002, p. 87)
11. A business Model is..
The business model is a strategic plan
to be implemented through
organizational structures, processes,
and systems in order to need customer
needs. (one of many definitions)
Serdar Temiz & Terrence Brown
2016
2016-11-20
12. How Business Models Emerge (1 of 3)
– The value chain is the string of activities that moves a
product from the raw material stage, through
manufacturing and distribution, and ultimately to the
end user.
Primary activities are directly concerned with the
creation or delivery of a product or service.
Support activities help to improve the effectiveness
or efficiency of primary activities
Raw Material
Value Chain
Primary &
Secondary
Activities +
Margin
Product /
Service
Serdar Temiz & Terrence Brown
2016
2016-11-20
13. The Value Chain (again)
"Competitive Advantage: Creating and Sustaining superior Performance" (1985).
Serdar Temiz & Terrence Brown
2016
2016-11-20
How Business Models Emerge (2 of 3)
14. The Value Chain (continued)
Entrepreneurs look at the value chain of a product
or a service to pinpoint where the value chain can
be made more effective or to spot where additional
“value” can be added.
2016-11-20
How Business Models Emerge (3 of 3)
15. ... can be, even more important than tech
innovation!
Serdar Temiz & Terrence Brown
2016
2016-11-20
RIGHT BUSINESS MODEL
16. Finding and executing the right business
model can be the only/ main reason of the
success
2016-11-20
BUSINESS MODEL INNOVATION
27. • Customer needs
• Competition
• Technological change
• Social change
• Legal environment
Serdar Temiz & Terrence Brown
2016
2016-11-20
Forces Affecting The Business Model
34. • A Value Proposition is an overall view of a company's bundle of
products and services that are of value to the customer.
• Customer Segments: segment(s) of customers a company wants
to offer value to.
• A Channel is a means of getting in touch with the customer.
• The Relationship describes the kind of link a company
establishes between itself and the customer.
• The Key Activities describes the arrangement of activities and
resources that are necessary to create value for the customer.
Key Key Resources that can be deployed by the firm to create
value including those that form the basis for a competitive
advantage
• Key Partnership is cooperative agreement between two or more
companies in order to create value for the customer
• The Cost Structure is the representation in money of all the
means employed in the business model.
• The Revenue Streams describes the way a company makes
money through a variety of revenue flows.
2016-11-20
Serdar Temiz & Terrence Brown
2016
37. 1. Customer Segments
2. Value proposition
3. Channels
4. Customer Relationships
5. Revenue Streams
6. Key Resource
7. Key Activities
8. Key Partnerships
9. Cost Structure
Serdar Temiz & Terrence Brown
2016
2016-11-20
The 9 Building Blocs of Business Model Canvas
38. • A Value Proposition is an overall view of a company's bundle of
products and services that are of value to the customer.
• Customer Segments: segment(s) of customers a company wants
to offer value to.
• A Channel is a means of getting in touch with the customer.
• The Relationship describes the kind of link a company
establishes between itself and the customer.
• The Key Activities describes the arrangement of activities and
resources that are necessary to create value for the customer.
Key Key Resources that can be deployed by the firm to create
value including those that form the basis for a competitive
advantage
• Key Partnership is cooperative agreement between two or more
companies in order to create value for the customer
• The Cost Structure is the representation in money of all the
means employed in the business model.
• The Revenue Streams describes the way a company makes
money through a variety of revenue flows.
2016-11-20
Serdar Temiz & Terrence Brown
2016
39. Serdar Temiz & Terrence Brown
2016
By Alexander Osterwalder & Yves Pigneur
2016-11-20
40. • For whom are we creating value?
• Who are our most important customers?
• Customer Segments
– Mass Market
– Niche market
– Segmented - related customer segments: frequent
flier program, bank customers with big assets
– Diversified: Unrelated customer segments: Amazon
– Multi sided: free newspaper-readers and advertisers
Serdar Temiz & Terrence Brown
2016
2016-11-20
1. Customer Segment
41. Find a Customer-I
• Why?
• Who is your customer?
Grave, School, hospital, apotek, free
newspaper
• Can everyone be your customer?
• "people who want to buy a flat,"
• "anyone needs job"
• “Everyone who goes to university”
Serdar Temiz & Terrence Brown
KTH Stockholm 2014
42. Find a Customer-II
• Find a customer for solving a pain
• Use the Customer Profile
• Describe who is making purchasing
decision?
IT ? Operations Group? Management?
• Make sure they are happy
• Market is important but
-do not only think market
• Billion dollar market does not start in few
minutes
Serdar Temiz & Terrence Brown
KTH Stockholm 2014
43. Q’s for Customer
IDENTIFIABLE – what distinguishes them?
MEASURABLE – how many belong to your
target segment?
REACHABLE – how to reach, communicate
with each segment
WILLING– do they want it?
ABLE– they want but can they afford it?
Serdar Temiz & Terrence Brown
KTH Stockholm 2014
44. Q’s for Customer - Macro
Level
• Population size
• Population character
• Disposable income levels
• Educational background
• Primary languages
• Infrastructure
• Regulations
• Political affiliation
• And so on…
Serdar Temiz & Terrence Brown
KTH Stockholm 2014
45. • Customer is important but you can not give all they
want
• Learn to stay No,
• Learn to focus
• Learn to ”change and adopt”
• They may not know/ may not able to explain
what they want: buying process is mysterious
Serdar Temiz & Terrence Brown
2016
2016-11-20
Keep in Mind Paradox
46. • A bundle that meets that meets a customer's needs or solve
his/her problem.
• Benefits can be tangible and intangible
• Reason why customers pick one business or another.
• Can be
– innovative, new disruptive offer.
– similar to existing offers but just added feature or
attribute in some sort of way.
Serdar Temiz & Terrence Brown
2016
2016-11-20
2. Value Proposition
47. Some Elements that may add to
value
• newness
• customization
• getting job done
• support
• price
• design
• status/ brand
• Accessibility
• risk deduction
• usability
Serdar Temiz & Terrence Brown
KTH Stockholm 2014
48. • What pain do we solve for customer?
• What do we deliver for customer?
• What value do we develop for customer
• Which need of customer do we satisfy?
Serdar Temiz & Terrence Brown
2016
2016-11-20
2. Value Proposition – Q’s to Answer
50. •Awareness of products
and services, Evaluation
of value proposition,
Purchase, Delivery,
After sales
•Direct: Brick and mortal
stores, websales, sales
force
•Indirect: wholesales
partner stores,
Value
Proposition
Customer
Segment
Serdar Temiz & Terrence Brown
2016
2016-11-20
3. Channels
51. Serdar Temiz & Terrence Brown
2016
2016-11-20
4. Customer Relations
• Customer
acquisition
• Customer
retention
• Boosting sales
(upselling)
Value
Proposition
Customer
Segment
52. 4. Customer Relationships
• What type of relationship does
each of our Customer Segments
expect us to establish and
maintain with them?
• Which ones have we established?
• How costly are they?
• How are they integrated with the
rest of our business model?
Serdar Temiz & Terrence Brown
KTH Stockholm 2014
53. Example Customer Services
Can you give some example
companies?
• (Dedicated)Personal assistance
• Self Service
• Community
• Co-creation
• Automated
Serdar Temiz & Terrence Brown
KTH Stockholm 2014
54. Value
Proposition
Customer
Segment
• Asset sale
• Usage fee: use more, pay more
• Subscription: monthly, yearly
• Leasing/Lending/Renting
• Licensing: patents, license fee
• Brokerage fees
• Advertising
Fixed
pricing
Dynamic
pricing
Serdar Temiz & Terrence Brown
2016
2016-11-20
Channels
5. Revenue Streams
55. Fixed
pricing
Dynamic
pricing
• List price
• Product feature
dependent
• Customer segment
dependent
• Volume dependent
• Yield management : hotels,
airlines
• Real-time-market :supply
and demand
• Auctions Price
• Negotiation
Serdar Temiz & Terrence Brown
2016
2016-11-20
57. 6. Key Resources
• What Key Resources do our Value
Propositions require?
• Our Distribution Channels?
• Customer Relationships?
• Revenue Streams?
• What physical resources,
intellectual, human, financial
resources do we have?
Serdar Temiz & Terrence Brown
KTH Stockholm 2014
58. • What Key Activities do our Value Propositions
require?
• Our Distribution Channels?
• Customer Relationships?
• Revenue streams?
• Production- Microsoft
• Network/Platform: Facebook, ebay, Visa
Serdar Temiz & Terrence Brown
2016
2016-11-20
7. Key Activities
59. Why Partnership?
– reduce cost,
– Reduction of risk and uncertainty: Web standards
– Acquisition of particular resources and activities: Nokia Windows,
HTC phones
• Strategic alliances between non-competitors
• Coopetition: strategic partnerships between competitors
• Joint ventures to develop new businesses
• Buyer-supplier relationships to assure reliable supplies
Serdar Temiz & Terrence Brown
2016
2016-11-20
8. Key Partnerships
60. 8. Key Partnerships -II
• Who are our Key Partners?
• Who are our Key suppliers?
• Which Key Resources are we acquiring
from partners?
• Which Key Activities do partners
perform?
Serdar Temiz & Terrence Brown
KTH Stockholm 2014
61. 9. Cost Structure-I
• Business model Cost Structures:
cost-driven
minimizing
costs
wherever
possible value-driven
Premium
Value
Propositions
and a high
degree of
personalized
service
Serdar Temiz & Terrence Brown
KTH Stockholm 2014
62. Cost Structure Characteristics:
• Minimizing costs wherever possibleFixed costs
• Premium Value Propositions and a high
degree of personalized service
Variable costs
• Average cost per unit to fall as output
risesThe same Distribution
Economies of scale
• Channels for different products and
servicesmay support multiple products.
Economy of Scope
Serdar Temiz & Terrence Brown
2016
2016-11-20
9. Cost Structure -1
63. Serdar Temiz & Terrence Brown
20162016-11-20
By Alexander Osterwalder & Yves Pigneur
64. Keep in Mind !
Serdar Temiz & Terrence Brown
2016
2016-11-20
65. Serdar Temiz & Terrence Brown
20162016-11-20
By Alexander Osterwalder & Yves Pigneur
Colors are
important!
!!!
66. By Alexander Osterwalder & Yves Pigneur
Serdar Temiz & Terrence Brown
20162016-11-20
Iteration
is
impotant!
68. Thank you!
Slide will be on slideshare
Serdar Temiz
twitter: @serdar_temiz
www.serdartemiz.com
temiz@kth.se
hi@serdartemiz.com
Serdar Temiz & Terrence Brown
2016
2016-11-20
Editor's Notes
This type of analysis may focus on (1) a single primary activity of the value chain (such as marketing and sales), (2) the interface between one stage of the value chain and another (such as the interface between operations and outgoing logistics), or (3) one of the support activities (such as human resource management).
The Model 914 used the relatively new electrophotography process, which is a dry process that avoids the use of wet chemicals. In seeking potential marketing partners, Haloid repeatedly was turned down by the likes of Kodak, GE, and IBM, who had concluded that there was no future in the technology as seen through the lens of the then-prevalent business model. While the technology was superior to earlier copy methods, the cost of the machine was six to seven times more expensive than alternative technologies. The model of selling the equipment below cost and making up the difference by large margins in the sale of supplies was not viable because the cost of the supplies was about the same as that of the alternatives, so there was little room to maneuver.
Xerox then decided to market the new product itself and developed a new business model to do so. The new model leased the equipment to the customer at a relatively low cost and then charged a per copy fee for copies in excess of 2000 copies per month. At that time, the average business copier produced an average of only 15-20 copies per day. For this model to be profitable to Xerox, the use of copies would have to increase substantially.
Fortunately for Xerox, the quality and convenience of the new copy technology proved itself and companies began to make thousands of copies per day. As a result, Xerox sustained a compound annual growth rate of 41% over a 12 year period. Without this business model, Xerox might not have been successful in commercializing the innovation.
A niche market is a focused, targetable portion of a market.
By definition, then, a business that focuses on a niche market is addressing a need for a product or service that is not being addressed by mainstream providers. You can think of a niche market as a narrowly defined group of potential customers. In other words, a very specific market segment within a broader segment.
A niche market involves specialist goods or services with relatively few or no competitors.
Why Swedish start ups are global?
Number of Old people increasing..
Which language do you provide service,
Customer support language
No infrastructure for banking, telecom,