The document summarizes key concepts from a workshop on understanding audiences and developing projects. It discusses how mapping an audience's journey and understanding what motivates them affects how a project is developed. The workshop covered tools like the business model canvas and value proposition canvas to help understand audiences and find the fit between a project and audience needs. It emphasizes starting with the audience's perspective rather than the creator's perspective or platform considerations.
Technology and Innovation for Competitiveness WorkshopMotaz Agamawi
In this workshop, we are discussing the importance of technology and innovation for reaching competitiveness. Then competitiveness as the cornerstone for wealth creation both individuals and nations. Different concepts and techniques will be discussed and also framework will be stated.
Technology and Innovation for Competitiveness WorkshopMotaz Agamawi
In this workshop, we are discussing the importance of technology and innovation for reaching competitiveness. Then competitiveness as the cornerstone for wealth creation both individuals and nations. Different concepts and techniques will be discussed and also framework will be stated.
Business model design is a strategic skill that creates a competitive advantage for the entrepreneur who masters it. As our industry morphs into its next iteration, equipping yourself with the mindset and toolset to evolve your business is a critical precursor to creating deeper value for your customers. In this mini-workshop, you'll be introduced to the Business Model Canvas tool, and guided through prototyping future versions of your own firm. Come with a pen/paper or your laptop, and leave with a way to innovate your firm and its services.
Shared November 2015 at SleeterCon in Las Vegas, Nevada.
Business model design is a strategic skill that creates a competitive advantage for the entrepreneur who masters it. As our industry morphs into its next iteration, equipping yourself with the mindset and toolset to evolve your business is a critical precursor to creating deeper value for your customers. In this mini-workshop, you'll be introduced to the Business Model Canvas tool, and guided through prototyping future versions of your own firm. Come with a pen/paper or your laptop, and leave with a way to innovate your firm and its services.
Shared November 2015 at SleeterCon in Las Vegas, Nevade.
How to turn a guesstimate business model canvas into a fact-based one, and co...Agile Tour Beirut
The risk of failure is high for businesses trying to get and keep clients, and for startups at any stage. What if there was a way to minimize that risk? The Business Model Canvas is quickly becoming the standard in how business models are designed. But a Business Model Canvas is often based on assumptions. Executing a business model based on assumptions will likely lead to failure. In this workshop/talk, we'll cover an agile step-by-step process to identify those assumptions, validate them, and end up with a business model based on facts. This is an opportunity for leadership teams to really get the essence of using this agile process to maximize their chances of success.
This presentation was provided by Alex Humphreys of Ithaka/JStor during a NISO webinar, Understanding the Marketplace: Creating the New Information Product, held on Wednesday, March 15, 2017
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
Building Invincible Companies With Effective Business Portfolio Management
Alex will discuss how you can manage a portfolio of products successfully. How can you invent new business models (explore), improve existing ones (exploit), and manage them all across the organization (manage)? How should you visualize your business model portfolio, in order to be prepared for the future?
You will learn how to map the exploration of new business ideas and test them in a simple and practical way. You will learn how to manage and improve the businesses and products you already have, understand how much profit existing business models generate and point out any synergies/conflicts between your models.
Una breve descrizione dello strumento creato nel 2008 da Alexander Osterwalder ed oggi diffuso nel mondo del business e della consulenza per facilitare i processi di design ed innovazione
I have Cerebral Palsy, in an electric wheelchair and I understand how to work as part of a team. I am able to take creative direction well, and I can produce a range of work solutions like graphic assets, Photoshop images, and basic advertising products such as flyers, outdoor media, brochures, and datasheets etc.
Of course it’s exciting when people offer you money to make your project, but in this fragmented world of cross-platform production, more often than not, you will be working with several funders, in different territories, for a variety of audiences, on many platforms, over extended periods of time. This cautionary tale uses case studies and personal experience to highlight the potential pitfalls of working on a large-scale cross-platform production and aims to provide strategies for creating a story-world that covers all the bases whilst keeping true to the heart of the project.
More Related Content
Similar to The Pixel Lab 2015 | How does understanding more about my audience affect project development? - Paul Tyler
Business model design is a strategic skill that creates a competitive advantage for the entrepreneur who masters it. As our industry morphs into its next iteration, equipping yourself with the mindset and toolset to evolve your business is a critical precursor to creating deeper value for your customers. In this mini-workshop, you'll be introduced to the Business Model Canvas tool, and guided through prototyping future versions of your own firm. Come with a pen/paper or your laptop, and leave with a way to innovate your firm and its services.
Shared November 2015 at SleeterCon in Las Vegas, Nevada.
Business model design is a strategic skill that creates a competitive advantage for the entrepreneur who masters it. As our industry morphs into its next iteration, equipping yourself with the mindset and toolset to evolve your business is a critical precursor to creating deeper value for your customers. In this mini-workshop, you'll be introduced to the Business Model Canvas tool, and guided through prototyping future versions of your own firm. Come with a pen/paper or your laptop, and leave with a way to innovate your firm and its services.
Shared November 2015 at SleeterCon in Las Vegas, Nevade.
How to turn a guesstimate business model canvas into a fact-based one, and co...Agile Tour Beirut
The risk of failure is high for businesses trying to get and keep clients, and for startups at any stage. What if there was a way to minimize that risk? The Business Model Canvas is quickly becoming the standard in how business models are designed. But a Business Model Canvas is often based on assumptions. Executing a business model based on assumptions will likely lead to failure. In this workshop/talk, we'll cover an agile step-by-step process to identify those assumptions, validate them, and end up with a business model based on facts. This is an opportunity for leadership teams to really get the essence of using this agile process to maximize their chances of success.
This presentation was provided by Alex Humphreys of Ithaka/JStor during a NISO webinar, Understanding the Marketplace: Creating the New Information Product, held on Wednesday, March 15, 2017
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
Building Invincible Companies With Effective Business Portfolio Management
Alex will discuss how you can manage a portfolio of products successfully. How can you invent new business models (explore), improve existing ones (exploit), and manage them all across the organization (manage)? How should you visualize your business model portfolio, in order to be prepared for the future?
You will learn how to map the exploration of new business ideas and test them in a simple and practical way. You will learn how to manage and improve the businesses and products you already have, understand how much profit existing business models generate and point out any synergies/conflicts between your models.
Una breve descrizione dello strumento creato nel 2008 da Alexander Osterwalder ed oggi diffuso nel mondo del business e della consulenza per facilitare i processi di design ed innovazione
I have Cerebral Palsy, in an electric wheelchair and I understand how to work as part of a team. I am able to take creative direction well, and I can produce a range of work solutions like graphic assets, Photoshop images, and basic advertising products such as flyers, outdoor media, brochures, and datasheets etc.
Of course it’s exciting when people offer you money to make your project, but in this fragmented world of cross-platform production, more often than not, you will be working with several funders, in different territories, for a variety of audiences, on many platforms, over extended periods of time. This cautionary tale uses case studies and personal experience to highlight the potential pitfalls of working on a large-scale cross-platform production and aims to provide strategies for creating a story-world that covers all the bases whilst keeping true to the heart of the project.
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4. How Does Understanding More About My
Audience Affect Project Development?
Paul Tyler
Copenhagen, Denmark
@paultylerdk
#handlingideas
www.handlingideas.com
http://www.facebook.com/HandlingIdeas
5. Save people time, money and effort in their
concept development
o Enabling them to make decisions
through:
• Sense checking story and interaction design
• Identifying the value in their concepts
Paul Tyler
Copenhagen, Denmark
@paultylerdk
#handlingideas
www.handlingideas.com
http://www.facebook.com/HandlingIdeas
7. DO YOU WANT TO
MAKE AN IMPACT?
Head directly to
airport.
Continue with week..
NO
YES
8. “Mapping your audience
journey without
understanding their pains
and gains is like writing a
story while not knowing
what motivates your
characters.”
9. Next hour: Explain 2 methods:
(i) to explore how your audience is
motivated by the theme of your project
(ii) how to map a user journey through
your concept (machine)
10.
11. Joey seemed happily
married. He killed his
wife to get her
inheritance.
Joey seemed happily
married. He killed his
wife.
15. Increase awareness?
Challenge a theme? Make money?
Address an issue
Make a
difference?
Change a mindset?
Inform a
segment?
Solve
a
problem?
Generate an audience
18. …AND THERE’S SO MUCH
YOU CAN DO NOWADAYS
TO TRY TO MAKE THAT FIT
WORK…
19. CREATE THREADS IN SOCIAL
MEDIA, PUSH VIDEOS TO GO
VIRAL, GET PEOPLE TO
CONTRIBUTE, PAY AND EVEN
FUND, TURN OUR STORY WORLDS
INTO PLAYGROUNDS, ASK PEOPLE
TO SOLVE CRIMES, OFFER ‘ALL
YOU CAN EAT CONTENT’, VOTE,
SHARE, POST, DOWNLOAD,
UPLOAD, LOCATE, AUGMENT,
IMMERSE…
22. IT HELPS YOU FIND THE
FIT
YOUR PRODUCT/
SERVICE
AN
AUDIENCE
23. ..AND PLACES IT INTO…
YOUR PRODUCT/
SERVICE
AN
AUDIENCE
BUSINESS MODEL
24.
25. The Business Model Canvas
designed by: Strategyzer AG
The makers of Business Model Generation and Strategyzer
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.
strategyzer.com
Revenue Streams
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
ChannelsKey Resources
26. The Business Model Canvas
designed by: Strategyzer AG
The makers of Business Model Generation and Strategyzer
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.
strategyzer.com
Revenue Streams
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
ChannelsKey Resources
27. The Business Model Canvas
designed by: Strategyzer AG
The makers of Business Model Generation and Strategyzer
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.
strategyzer.com
Revenue Streams
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
ChannelsKey Resources
28. copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
The Value Proposition Canvas
Gain Creators
Pain Relievers
Products
& Services
Value (Proposition)
Map:
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
The Value Proposition Canvas
Gain Creators
Pain Relievers
Products
& Services
Value (Proposition)
Map:
29. The Business Model Canvas
designed by: Strategyzer AG
The makers of Business Model Generation and Strategyzer
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.
strategyzer.com
Revenue Streams
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
ChannelsKey Resources
30. The Business Model Canvas
designed by: Strategyzer AG
The makers of Business Model Generation and Strategyzer
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.
strategyzer.com
Revenue Streams
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
ChannelsKey Resources
31. The Value Proposition Canvas
Customer (Segment)
Profile:
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
Pains
Gains
Customer
Job(s)
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
The Value Proposition Canvas
Gain Creators
Pain Relievers
Products
& Services
Value (Proposition)
Map:
32. Gain Creators
Pain Relievers Pains
Gains
Products
& Services
Customer
Job(s)
Value Proposition Customer Segment
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer
The Value Proposition Canvas
strategyzer.com
33. copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
The Value Proposition Canvas
Gain Creators
Pain Relievers
Products
& Services
Value (Proposition)
Map:
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
The Value Proposition Canvas
Gain Creators
Pain Relievers
Products
& Services
Value (Proposition)
Map:
34. • Physical/tangible
– Goods such as manufactured products.
• Intangible
– Products such as copyrights or services such as after-
sales assistance
• Digital
– Products such as music downloads or services such as
online recommendations
• Financial
– Products such as investment funds and insurances or
services such as the financing of a purchase.
Pg 29
Products and Services
35. copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
The Value Proposition Canvas
Gain Creators
Pain Relievers
Products
& Services
Value (Proposition)
Map:
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
The Value Proposition Canvas
Gain Creators
Pain Relievers
Products
& Services
Value (Proposition)
Map:
36. copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
The Value Proposition Canvas
Gain Creators
Pain Relievers
Products
& Services
Value (Proposition)
Map:
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
The Value Proposition Canvas
Gain Creators
Pain Relievers
Products
& Services
Value (Proposition)
Map:
37. Gain Creators
Pain Relievers Pains
Gains
Products
& Services
Customer
Job(s)
Value Proposition Customer Segment
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer
The Value Proposition Canvas
strategyzer.com
39. The Value Proposition Canvas
Customer (Segment)
Profile:
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
Pains
Gains
Customer
Job(s)
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
The Value Proposition Canvas
Gain Creators
Pain Relievers
Products
& Services
Value (Proposition)
Map:
40. • Functional
– Mow the lawn, eat healthy, write a report.
• Social
– Look trendy, be perceived as competent.
• Personal/emotional
– Seeking peace of mind, job security.
• Supporting
– Buyer of value; Co-creator of value; Transferer
of value
Pg 12
Customer jobs
41. The Value Proposition Canvas
Customer (Segment)
Profile:
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
Pains
Gains
Customer
Job(s)
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
The Value Proposition Canvas
Gain Creators
Pain Relievers
Products
& Services
Value (Proposition)
Map:
42. The Value Proposition Canvas
Customer (Segment)
Profile:
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
Pains
Gains
Customer
Job(s)
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
The Value Proposition Canvas
Gain Creators
Pain Relievers
Products
& Services
Value (Proposition)
Map:
44. Gain Creators
Pain Relievers Pains
Gains
Products
& Services
Customer
Job(s)
Value Proposition Customer Segment
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer
The Value Proposition Canvas
strategyzer.com
45. Gain Creators
Pain Relievers Pains
Gains
Products
& Services
Customer
Job(s)
Value Proposition Customer Segment
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer
The Value Proposition Canvas
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products
& Services
Customer
Job(s)
Value Proposition Customer Segment
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer
The Value Proposition Canvas
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products
& Services
Customer
Job(s)
Value Proposition Customer Segment
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer
The Value Proposition Canvas
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products
& Services
Customer
Job(s)
Value Proposition Customer Segment
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer
The Value Proposition Canvas
strategyzer.com
Multiple Value Propositions – to different B2C profiles within different contexts
46. Gain Creators
Pain Relievers Pains
Gains
Products
& Services
Customer
Job(s)
Value Proposition Customer Segment
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer
The Value Proposition Canvas
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products
& Services
Customer
Job(s)
Value Proposition Customer Segment
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer
The Value Proposition Canvas
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products
& Services
Customer
Job(s)
Value Proposition Customer Segment
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer
The Value Proposition Canvas
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products
& Services
Customer
Job(s)
Value Proposition Customer Segment
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer
The Value Proposition Canvas
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products
& Services
Customer
Job(s)
Value Proposition Customer Segment
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer
The Value Proposition Canvas
strategyzer.com
Multiple Value Propositions – B2B
Influencers
Decision
Makers
Recommenders
Economic Buyers
End Users
Gain Creators
Pain Relievers Pains
Gains
Products
& Services
Customer
Job(s)
Value Proposition Customer Segment
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer
The Value Proposition Canvas
strategyzer.com
Saboteurs
Pg 50
56. Gain Creators
Pain Relievers Pains
Gains
Products
& Services
Customer
Job(s)
Value Proposition Customer Segment
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer
The Value Proposition Canvas
strategyzer.com
ITERATIVE PROCESS
57. Once we understand pain
and gain, we can justify
the journey of the
audience through our
concept.
58. We can design the potential
for flow within and between
the components that make
up our concept
77. Where have they come from?
What do they know/have experienced in relation to your project/theme?
What device are they on/have access to?
What are they looking for?
Who are they?
What do they like doing?
What interests them and why?
78. What was their goal before you
come along?
Where have they come from?
What do they know/have experienced in relation to your project/theme?
What device are they on/have access to?
What are they looking for?
Who are they?
What do they like doing?
What interests them and why?
79. How does it come to them or was it part of their journey?
Where is the touch point?
What was their goal before you
come along?
Where have they come from?
What do they know/have experienced in relation to your project/theme?
What device are they on/have access to?
What are they looking for?
Who are they?
What do they like doing?
What interests them and why?
80. What do they expect
to get out of it?
How does it come to them or was it part of their journey?
Where is the touch point?
What was their goal before you
come along?
Where have they come from?
What do they know/have experienced in relation to your project/theme?
What device are they on/have access to?
What are they looking for?
Who are they?
What do they like doing?
What interests them and why?
..and how will they
know it?
81. Will it be clear when
they’ve reached their
goal?
What can they do when they’ve reached it?
Why is this better than
their original goal?
How does it come to them or was it part of their journey?
Where is the touch point?
What was their goal before you
come along?
Where have they come from?
What do they know/have experienced in relation to your project/theme?
What device are they on/have access to?
What are they looking for?
Who are they?
What do they like doing?
What interests them and why?
What do they expect
to get out of it?
..and how will they
know it?
CONVERSION
82. What is else competing for
their attention?
Is there anything else that
does something similar?
Will it be clear when
they’ve reached their
goal?
What can they do when they’ve reached it?
Why is this better than
their original goal?
How does it come to them or was it part of their journey?
Where is the touch point?
What was their goal before you
come along?
Where have they come from?
What do they know/have experienced in relation to your project/theme?
What device are they on/have access to?
What are they looking for?
Who are they?
What do they like doing?
What interests them and why?
What do they expect
to get out of it?
..and how will they
know it?
83. Why stick with it?
Why not go back to
what they were
doing?
What is else competing for
their attention?
Is there anything else that
does something similar?
Will it be clear when
they’ve reached their
goal?
What can they do when they’ve reached it?
Why is this better than
their original goal?
How does it come to them or was it part of their journey?
Where is the touch point?
What was their goal before you
come along?
Where have they come from?
What do they know/have experienced in relation to your project/theme?
What device are they on/have access to?
What are they looking for?
Who are they?
What do they like doing?
What interests them and why?
What do they expect
to get out of it?
..and how will they
know it?
84. Why stick with it?
Why not go back to
what they were
doing?
What is else competing for
their attention?
Is there anything else that
does something similar?
Will it be clear when
they’ve reached their
goal?
What can they do when they’ve reached it?
Why is this better than
their original goal?
How does it come to them or was it part of their journey?
Where is the touch point?
What was their goal before you
come along?
Where have they come from?
What do they know/have experienced in relation to your project/theme?
What device are they on/have access to?
What are they looking for?
Who are they?
What do they like doing?
What interests them and why?
What do they expect
to get out of it?
..and how will they
know it?
97. Paul Tyler
Copenhagen, Denmark
@paultylerdk
#handlingideas
www.handlingideas.com
hKp://www.facebook.com/HandlingIdeas
Theme
Machine
“Your
project”
Impact
with
an
audience
END