Applying the Business Model
Canvas to your Business
Chris Moore, MD Specialist Language Courses
www.specialistlanguagecourses.com
What is a business model?
Business models are, at heart, stories — stories
that explain how enterprises work. A good
business model answers Peter Drucker’s age-old
questions, ‘Who is the customer? And what does
the customer value?’ It also answers the
fundamental questions every manager must ask:
How do we make money in this business? What
is the underlying economic logic that explains
how we can deliver value to customers at an
appropriate cost?”
Joan Magretta, Why Business Models Matter, HBR, May 2002
OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
The Business Model Canvas
Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
Segmented, for example, by:
• Offer
• Distribution channel
• Type of relationship
Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
• What makes you different? Competitive advantage?
• One product/service, or a bundle?
• New/disruptive or ‘similar + added features’?
• Defined by… newness? Personalisation? Performance? Price? Expertise? etc
Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
The value proposition canvas
© Strategyzer AG
• Raise awareness
• Evaluate and buy
• Delivery and distribution
• After sales support
Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
• Personal service vs automated
• Retention and upselling
• Co-creation and community building
• Trust, referral
Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
• Transaction revenue?
• Recurring revenue?
• Commissions?
Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
• Physical
• Human
• Intellectual
• Financial
Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
© Chaharbaghi & Lynch, 1999
• Service / product design and development
• Solving problems for customers
• Systems management
Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
• Suppliers
• Joint venture partners
• Strategic (between competitors)
Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
• Cost-reduction vs value creation
• Fixed vs variable costs
• Economies of scale?
Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
Business Model Canvas – Airbnb
Key Partners
• Bloggers
• Travel communities
• Legal institutions
• Investors
• Insurance companies
• Payment processors
Key Activities
• Creating technological
infrastructure & design
• Community
management
• Customer service
• Marketing
• Product development
• Management of
international payment
system
Value Propositions
• Trustworthy & reliable
platform
• Free membership
• 24/7 support team
• Easy to use
• Rental of unique
spaces
• Incredible range
• Personal
relationships, local
knowhow
• Cheaper than most
hotels
• Monetise space
• You set availability
• Property insurance
coverage
• Easy process
Customer
Relationships
• Support team 24/7
• Online & mobile
applications
Customer Segments
• Individual travelers
• People who want to
rent out their place
Key Resources
• Platform
• Brand
• Community of home
providers & travelers
• Data base with
accommodations
Channels
• Website
• Mobile app
• Social media
• Blog
• PR
• Word of mouth
Cost Structure
• Platform development & design
• Human resources
• Marketing
• Maintenance of the payment system
Revenue Streams
• Commission renters (6-12% of booking fee)
• Commission home/ apartments owners (3% of each
booked place)
http://www.businessmodelgeneration.com
Chris Moore
chris@specialistlanguagecourses.com
www.specialistlanguagecourses.com
Thoughts, questions, feedback?

Chris Moore: Applying the Business Model Canvas to Your Business

  • 1.
    Applying the BusinessModel Canvas to your Business Chris Moore, MD Specialist Language Courses www.specialistlanguagecourses.com
  • 2.
    What is abusiness model?
  • 3.
    Business models are,at heart, stories — stories that explain how enterprises work. A good business model answers Peter Drucker’s age-old questions, ‘Who is the customer? And what does the customer value?’ It also answers the fundamental questions every manager must ask: How do we make money in this business? What is the underlying economic logic that explains how we can deliver value to customers at an appropriate cost?” Joan Magretta, Why Business Models Matter, HBR, May 2002
  • 4.
    OSTERWALDER & PIGNEUR,Business Model Generation, Wiley, 2010
  • 5.
    The Business ModelCanvas Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
  • 6.
    Segmented, for example,by: • Offer • Distribution channel • Type of relationship Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
  • 7.
    • What makesyou different? Competitive advantage? • One product/service, or a bundle? • New/disruptive or ‘similar + added features’? • Defined by… newness? Personalisation? Performance? Price? Expertise? etc Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
  • 8.
    The value propositioncanvas © Strategyzer AG
  • 9.
    • Raise awareness •Evaluate and buy • Delivery and distribution • After sales support Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
  • 10.
    • Personal servicevs automated • Retention and upselling • Co-creation and community building • Trust, referral Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
  • 11.
    • Transaction revenue? •Recurring revenue? • Commissions? Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
  • 12.
    • Physical • Human •Intellectual • Financial Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
  • 13.
    © Chaharbaghi &Lynch, 1999
  • 14.
    • Service /product design and development • Solving problems for customers • Systems management Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
  • 15.
    • Suppliers • Jointventure partners • Strategic (between competitors) Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
  • 16.
    • Cost-reduction vsvalue creation • Fixed vs variable costs • Economies of scale? Image © OSTERWALDER & PIGNEUR, Business Model Generation, Wiley, 2010
  • 17.
    Image © OSTERWALDER& PIGNEUR, Business Model Generation, Wiley, 2010
  • 18.
    Business Model Canvas– Airbnb Key Partners • Bloggers • Travel communities • Legal institutions • Investors • Insurance companies • Payment processors Key Activities • Creating technological infrastructure & design • Community management • Customer service • Marketing • Product development • Management of international payment system Value Propositions • Trustworthy & reliable platform • Free membership • 24/7 support team • Easy to use • Rental of unique spaces • Incredible range • Personal relationships, local knowhow • Cheaper than most hotels • Monetise space • You set availability • Property insurance coverage • Easy process Customer Relationships • Support team 24/7 • Online & mobile applications Customer Segments • Individual travelers • People who want to rent out their place Key Resources • Platform • Brand • Community of home providers & travelers • Data base with accommodations Channels • Website • Mobile app • Social media • Blog • PR • Word of mouth Cost Structure • Platform development & design • Human resources • Marketing • Maintenance of the payment system Revenue Streams • Commission renters (6-12% of booking fee) • Commission home/ apartments owners (3% of each booked place) http://www.businessmodelgeneration.com
  • 22.