This document outlines an agenda for a session on engineering a business model. It discusses using a business model canvas to detail the business model and remaining assumptions. It also discusses designing the right product by pairing learnings from personas and hypotheses with user stories and wireframes for product development and validation. The document provides templates for the business model canvas and discusses various elements of the canvas like customer segments, value propositions, relationships and channels.
Marketing Campaign Model Canvas – Free and Exclusive DownloadB2Bento
The tool that every marketer must have in their arsenal, the Marketing Campaign Model Canvas aids marketers in campaign planning, marketing strategy and framework. Look at the bigger picture and run a more effective campaign.
Introduction and workshop to develop student team concepts into business model hypotheses. Focused on value proposition design, customer segments, and the rest of the Business Model Canvas.
Marketing Campaign Model Canvas – Free and Exclusive DownloadB2Bento
The tool that every marketer must have in their arsenal, the Marketing Campaign Model Canvas aids marketers in campaign planning, marketing strategy and framework. Look at the bigger picture and run a more effective campaign.
Introduction and workshop to develop student team concepts into business model hypotheses. Focused on value proposition design, customer segments, and the rest of the Business Model Canvas.
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
Slide del talk tenuto all'interno dell'iniziativa "Rinascita Digitale".
Oggetto del talk: Innovazione del Modello di business, Epicentri di Innovazione, 10 Types of Innovation e alcuni casi reali
The Pixel Lab 2015 | How does understanding more about my audience affect pro...power to the pixel
There’s so much a producer can do these days: create, finance, promote and distribute content across multiple platforms, media and channels. No longer do you have to rely on someone else’s ‘shop window’ to get your content seen. But in doing so we have to take responsibility for finding, connecting and activating audiences. Understanding context is key. It helps make content more engaging and relevant; it helps you weave your output into the lives of your users. However, it’s easy to paint a rosy picture of their attitude towards our offerings and the quality of the experience we provide. Mapping user journeys is a great way of realising the potential of your output reaching its intended audience. But how do we map the journey without turning it into a fairy tale?
The Early Stage Venture Series - part 1 - Paul Orlando This is part one of a talk series for early-stage startups. There are a lot of examples used in the talk that don't come out if you only view the slides, but here it is. Updates provided at: startupsunplugged.com
Similar to Venture Design Module 3: Engineering Your Business Model (GA) (20)
This is a class for businesspeople/MBA that I currently teach at UVA Darden. It's a continuation of Software Design (bit.ly/sw-class). For more on the Software Development class, see bit.ly/sw-dev.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
2. copyright 2014 Cowan Publishing
AGENDA
Period
Deliverables
SESSION I: Achieving
Customer Relevance
Personas
Problem Scenarios-Alternatives-Value Propositions
Start Business Model Canvas
Storyboards
Customer Discovery
Venture Design II: Iterating
to Success
Venture Planning- focal hypotheses, experiments, and minimum viable
‘product’
Venture Design III:
Focusing & Validating
Venture Progress
Review of field work, refinements of approach, planning next iterations.
Venture Design IV:
Engineering Your
Business Model
Detailing your business model and remaining focal assumptions.
Venture Design V:
Designing the Right
Product
Pairing your learnings on personas & hypotheses with high quality,
actionable inputs (stories & wireframes) for product development and
product validation.
3. copyright 2014 Cowan Publishing
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas.
(Cost Structure)
(Key
Partners)
(Key
Activities)
(Key
Resources)
(Revenue Streams)
(Customer
Relationships)
(Channels)
(Value
Propositions)
(Customer
Segments)
4. copyright 2014 Cowan Publishing
CUSTOMER DEVELOPMENT
Personas
MVP
Nascent
Product-Market
Fit(?) Scale
PIVOTAL
ASSUMPTIONS
PRODUCT
ORG.
PARTNERS,
CHANNELS
Founders
N/A
Probably too
soon
Test, revise,
test...
MVP
Customer dev.
team
Probably too
soon
Validated- now
tactical
Focus: efficiency,
extension
Full functional
organization
Yeah, maybe?
Validated- now
tactical
What would a
startup do??
Scalable
organization
Yeah, definitely!
5. copyright 2014 Cowan Publishing
CUSTOMER DEVELOPMENT & THE CANVAS
MVP
Product-Market
Fit(?) Scale
Thinking through what you want the business to be for a
better idea of what you don’t know.
Then use that to focus your discovery.
6. copyright 2014 Cowan Publishing
CUSTOMER DEVELOPMENT & THE CANVAS
MVP
Product-Market
Fit(?) Scale
Focal point for managing your assumptions- which are
open? closed? what are their inter-relationships?
7. copyright 2014 Cowan Publishing
CUSTOMER DEVELOPMENT & THE CANVAS
MVP
Product-Market
Fit(?) Scale
Focal point for organizing incremental ‘growth hacking’
experiments.
8. copyright 2014 Cowan Publishing
CUSTOMER DEVELOPMENT & THE CANVAS
MVP
Product-Market
Fit(?) Scale
Strategy management tool and jumping off point for new
‘intrapreneurial’ ventures and business model innovation.
9. copyright 2014 Cowan Publishing
ALEX COWAN
AlexanderCowan.com
@cowanSF
The Canvas is a housekeeping
tool.
It won’t hand you the gold but it
will help you monitor how things
are panning out.
10. copyright 2014 Cowan Publishing
IT’S A PROCESS
Some techniques are more effective than others.
But they all require substantial, consistent exertion.
12. copyright 2014 Cowan Publishing
VENTURE DESIGN
Foundation in
Design Thinking
ExperimentLearn
Hypothesize
Lean Startup-
Style Assumptions
13. copyright 2014 Cowan Publishing
VENTURE DESIGN
Foundation in
Design Thinking
Business Model
Canvas
ExperimentLearn
Hypothesize
Lean Startup-
Style Assumptions
14. copyright 2014 Cowan Publishing
VENTURE DESIGN
Foundation in
Design Thinking
User Stories &
Test Cases
Business Model
Canvas
ExperimentLearn
Hypothesize
Lean Startup-
Style Assumptions
15. copyright 2014 Cowan Publishing
VENTURE DESIGN
Foundation in
Design Thinking
Product &
Promotion
User Stories &
Test Cases
Business Model
Canvas
ExperimentLearn
Hypothesize
Lean Startup-
Style Assumptions
16. copyright 2014 Cowan Publishing
VENTURE DESIGN
Foundation in
Design Thinking
Product &
Promotion
User Stories &
Test Cases
Business Model
Canvas
ExperimentLearn
Hypothesize
Lean Startup-
Style Assumptions
17. copyright 2014 Cowan Publishing
THE CANVAS: 3 PARTS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas.
O ering
Customers
Infrastructure
Cost_1
Cost_2
Cost_3
Partner_1
Partner_2
Partner_3
Activity_1
Activity_2
Activity_3
Resource_1
Resource_2
Resource_3
Revenue_1
Revenue_2
Revenue_3
Relationship_1
Relationship_2
Relationship_3
Channel_1
Channel_2
Channel_3
Proposition_1
Proposition_2
Proposition_3
Segment_1
Segment_2
Segment_3
18. Copyright 2014 Cowan Publishing
REALLY GETTING CUSTOMER SEGMENTS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas.
(Cost Structure)
(Key
Partners)
(Key
Activities)
(Key
Resources)
(Revenue Streams)
(Customer
Relationships)
(Channels)
(Value
Propositions)
(Customer
Segments)
19. copyright 2014 Cowan Publishing
SEGMENT TO VALPROP MAPPING
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas.
Cost_1
Cost_2
Cost_3
Partner_1
Partner_2
Partner_3
Activity_1
Activity_2
Activity_3
Resource_1
Resource_2
Resource_3
Revenue_1
Revenue_2
Revenue_3
Relationship_1
Relationship_2
Relationship_3
Channel_1
Channel_2
Channel_3
Proposition_1
Proposition_2
Proposition_3
Segment_1
Segment_2
Segment_3
20. copyright 2014 Cowan Publishing
THE INDEPENDENT VARIABLE
Value
Propositions
Customer
Segments
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas.
(Cost Structure)
(Key
Partners)
(Key
Activities)
(Key
Resources)
(Revenue Streams)
(Customer
Relationships)
(Channels)
(Value
Propositions)
(Customer
Segments)
21. copyright 2014 Cowan Publishing
CUSTOMER SEGMENTS VS. PERSONAS
≈
g
Customer
Segments Personas
22. copyright 2014 Cowan Publishing
REALLY GETTING RELATIONSHIPS & CHANNELS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas.
(Cost Structure)
(Key
Partners)
(Key
Activities)
(Key
Resources)
(Revenue Streams)
(Customer
Relationships)
(Channels)
(Value
Propositions)
(Customer
Segments)
23. copyright 2014 Cowan Publishing
AIDA(OR) FRAMEWORK
Attention
Interest
Desire
Action
Onboarding
Retention
How do they first
find out that you,
your proposition
exist?
How do you break
through the noise
floor?
24. copyright 2014 Cowan Publishing
AIDA(OR) FRAMEWORK
Attention
Interest
Desire
Action
Onboarding
Retention
What is it that
engages them
with your
proposition? How
will you connect?
25. copyright 2014 Cowan Publishing
AIDA(OR) FRAMEWORK
Attention
Interest
Desire
Action
Onboarding
Retention
Are you
connecting with
an important
problem scenario?
Is your VP better
enough than the
alternative?
26. copyright 2014 Cowan Publishing
AIDA(OR) FRAMEWORK
Attention
Interest
Desire
Action
Onboarding
Retention
What is absolute
minimum set of
actions required
by the customer
to have you
reward them by
delivering on their
problem?
27. copyright 2014 Cowan Publishing
AIDA(OR) FRAMEWORK
Attention
Interest
Desire
Action
Onboarding
Retention
What is the full set
of things they
need to do to be
fully operational
with the product?
28. copyright 2014 Cowan Publishing
AIDA(OR) FRAMEWORK
Attention
Interest
Desire
Action
Onboarding
Retention
How do you
deepen their
involvement?
Investment? How
do you get them
talking about it?
30. copyright 2014 Cowan Publishing
EXERCISE- AIDA STORYBOARD
guideline:
1 panel per
item (A, I, D …)
(10 MIN)
31. copyright 2014 Cowan Publishing
EXERCISE- CUSTOMER RELATIONSHIPS
Customer
Relationships
GETTING STARTED
1. Bounce off your take on AIDA(OR)
2. Decouple any concierge/hand-holding actions you use for
discovery from your target steady state
3. Variation by segment?
4. How will you know if it’s working?
EXAMPLES
‘dedicated personal service’ (onsite? offsite?)
‘personal service’
‘phone support’
‘web/email based tickets’
‘web self-help and forums’
(3 min)
32. copyright 2014 Cowan Publishing
EXERCISE- CHANNELS
(3 min)
GETTING STARTED
1. Bounce off your take on AIDA(OR)
2. Variation by segment?
3. How will you know if it’s working?
EXAMPLES
SALES
hand sales (direct or indirect?)
retail
web
phone
delivery
Channels
PROMOTION
personal (direct vs. indirect?)
specialty media
television
radio
AdWords + SEO
33. copyright 2013 Cowan Publishing
CLASS PRESENTATIONS (5 MIN EACH)
As Presenter
POSITIONING STATEMENT
PERSONAS <> VALUE PROP.’S
Who is/are the top persona(s)?
What’s cool about the value prop.?
If applicable, how do they differ
between the personas?
RELATIONSHIPS & CHANNELS
1) What’s the AIDAOR journey?
2) How do the Relationships &
Channels work for that?
As Audience
- Focus on the process; avoid
editorial
- Ask a lot of questions
- Think about it like an investor
34. copyright 2013 Cowan Publishing
REVENUE STREAMS
Don’t overcomplicate it.
When a plumber does
something, you pay them.
If a sink garbage disposal
lasts twice as long, you’d pay
more, right?
35. copyright 2013 Cowan Publishing
DON’T MAKE BIG BETS- CREATE EXPERIMENTS TO TEST FOR VALUE VS. PRICE ELASTICITY
Base
Camp Hootsuite
36. copyright 2014 Cowan Publishing
EXERCISE- REVENUE
GETTING STARTED
1. Where are you providing value? When?
2. How does the customer’s perception of value change over the
course of their experience with the product?
3. How will you collect revenue, administratively?
EXAMPLES
price/unit
access/subscription fees
utilization fees
support & maintenance contracts
hourly billing
fixed price services billing
royalties/revenue share
(3 min)
37. copyright 2014 Cowan Publishing
EXERCISE- SEGMENT TO VALPROP TO REVENUE
(2 min)This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas.
Cost_1
Cost_2
Cost_3
Partner_1
Partner_2
Partner_3
Activity_1
Activity_2
Activity_3
Resource_1
Resource_2
Resource_3
Revenue_1
Revenue_2
Revenue_3
Relationship_1
Relationship_2
Relationship_3
Channel_1
Channel_2
Channel_3
Proposition_1
Proposition_2
Proposition_3
Segment_1
Segment_2
Segment_3
38. copyright 2014 Cowan Publishing
THE CANVAS: 3 PARTS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas.
O ering
Customers
Infrastructure
Cost_1
Cost_2
Cost_3
Partner_1
Partner_2
Partner_3
Activity_1
Activity_2
Activity_3
Resource_1
Resource_2
Resource_3
Revenue_1
Revenue_2
Revenue_3
Relationship_1
Relationship_2
Relationship_3
Channel_1
Channel_2
Channel_3
Proposition_1
Proposition_2
Proposition_3
Segment_1
Segment_2
Segment_3
39. copyright 2014 Cowan Publishing
THE CANVAS: 3 PARTS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas.
O ering
Customers
Infrastructure
Cost_1
Cost_2
Cost_3
Partner_1
Partner_2
Partner_3
Activity_1
Activity_2
Activity_3
Resource_1
Resource_2
Resource_3
Revenue_1
Revenue_2
Revenue_3
Relationship_1
Relationship_2
Relationship_3
Channel_1
Channel_2
Channel_3
Proposition_1
Proposition_2
Proposition_3
Segment_1
Segment_2
Segment_3
40. copyright 2013 Cowan Publishing
3 BUSINESS MODEL TYPES
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas.
(Cost Structure)
(Key
Partners)
(Key
Activities)
(Key
Resources)
(Revenue Streams)
(Customer
Relationships)
(Channels)
(Value
Propositions)
(Customer
Segments)
1. INFRASTRUCTURE-DRIVEN
2. CUSTOMER SCOPE-DRIVEN
3. PRODUCT-DRIVEN
41. copyright 2013 Cowan Publishing
3 BUSINESS MODEL TYPES
Infrastructure-Driven
UTILITIES TELECOM COMMODITIE
S
Scope-Driven
RETAIL BANKING CORP. LAW
Product-Driven
PACKAGED GOODS APP. SOFTWARE MEDIA
42. copyright 2013 Cowan Publishing
3 BUSINESS MODEL TYPES
INFRASTRUCTURE
Kimberly-Clark: paper pulp
DuPont: plastics and polymers
SCOPE
Procter & Gamble: cradle to grave products
Baby Store: everything for babies in one place
PRODUCT
EarthBaby, TinyTots, Honest Company:
compostable diapers and service
43. copyright 2013 Cowan Publishing
EXERCISE- KEY ACTIVITIES
GETTING STARTED
1. Bounce off your business type
2. What is particular, strategic to your business model?
3. How will you do these things?
4. Will partners be involved? Should they be?
Key
Activities
EXAMPLES
INFRASTRUCTURE: a) industry participation b) supply chain
management c) process design and iteration
SCOPE: a) industry participation b) growth marketing online’ [SEO,
web analytics..] c) supplier management
PRODUCT: a) software product development b) growth marketing
online’ [SEO, web analytics..]
(4 min)
44. copyright 2013 Cowan Publishing
EXERCISE- KEY RESOURCES
(4 min)
GETTING STARTED
1. Bounce off your business type
2. What is particular, strategic to your business model?
3. How will you get it?
EXAMPLES
Key
Resources
INFRASTRUCTURE: a) ‘track record in [relevant topic]’ b) investment
in infrastructure’ c)’supplier relationships/integration’
SCOPE: a) ‘track record with [customer segment]’ b) channel or
partner relationships
PRODUCT: a) proprietary technology b) rapid prototyping and
validation methodologies c) expertise in [exotic technology]
45. copyright 2013 Cowan Publishing
EXERCISE- KEY PARTNERSHIPS
(4 min)
GETTING STARTED
1. Bounce off your business type
2. What is particular, strategic to your business model?
3. Are you comparatively good at it?
4. Where will partners make the business bigger and more
effective?
EXAMPLES
‘direct sales partners’
‘content creators’
‘retail or distribution’
‘creative agency’
‘subcontractors’
‘referral network’
Key
Partnerships
46. copyright 2013 Cowan Publishing
COST STRUCTURE
(4 min)
Minimize: Obviously.
Defer: MVP’s; don’t over invest
for the sake of creating
‘output’
Link: To revenue as much as
possible (variable vs. fixed).
47. copyright 2013 Cowan Publishing
PROFIT DRIVERS: EXAMPLE
Profit
Drivers
Revenue
Drivers
Tighter Proposition (website, pres., etc.)
Finite Cost
Finite Deliverables
Increased Use of Channels
Ease of Entry
Easy to See What's on MenuUpsell
Intellectual Property Multipliers
Tighter Talent Definition
Simpler Training, Eval., Promotion
Cost of Delivery
Cost
Drivers
Less Consultative Selling
Simplified Contracting
Cost of Sales
Standard Project Management
Comparable Post Mortems
Engagement
Management
48. copyright 2013 Cowan Publishing
COST STRUCTURE
(3 min)
GETTING STARTED
1. How do you minimize? Use of partners? Off the shelf tech/
components?
2. How do you defer against customer development milestones?
3. How do you link to revenues?
4. Which are fixed vs. variable? How do they related to revenues?
EXAMPLES
‘fixed cost product development’
‘fixed cost infrastructure investment’
‘variable cost marketing or commissions’
‘variable cost customer onboarding and support’
‘variable cost inputs’
Cost
Structure
49. copyright 2013 Cowan Publishing
EXERCISE: COST STRUCTURE & LINKAGES
(3 min)This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
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EXERCISE: PEER PRESENTATIONS
(2 min)
As
Presenter
As
Audience
RELATIONSHIPS & CHANNELS
1) What’s your business type
(infrastructure, scope, product)?
2) What are the major cost drivers and
linkages? How do they tie to revenue?
3) How do the key activities, resources,
and partnerships help that?
- Focus on the process; avoid editorial
- Ask a lot of questions
- Think about it like an investor