The Business Model Canvas - Brampton Entrepreneur CentreEhsan Daneshgar
The Business Model Canvas is a strategic tool for entrepreneurs to define their business model. This agile tool can be used before investing into a business plan. The presentation was made for Brampton Entrepreneur Centre Starter Company winners.
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
The Business Model Canvas was proposed by Alexander Osterwalder. Business Model Canvas helps lean advocates to develop new or document existing business models.
Business Model Generation - Part1: Canvas
Presentation of key concept of Business Model Generation Canvas presented in the www.businessmodelgeneration.com/book. With addition of Startup types and lifecycle from Startup Genome Report (http://startupgenome.cc/).
The Business Model Canvas - Brampton Entrepreneur CentreEhsan Daneshgar
The Business Model Canvas is a strategic tool for entrepreneurs to define their business model. This agile tool can be used before investing into a business plan. The presentation was made for Brampton Entrepreneur Centre Starter Company winners.
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
The Business Model Canvas was proposed by Alexander Osterwalder. Business Model Canvas helps lean advocates to develop new or document existing business models.
Business Model Generation - Part1: Canvas
Presentation of key concept of Business Model Generation Canvas presented in the www.businessmodelgeneration.com/book. With addition of Startup types and lifecycle from Startup Genome Report (http://startupgenome.cc/).
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
Business Model Canvas explanation and examples from technology, creative, and home products industries:
Cirque Du Soleil Business Model Canvas
Skype Business Model Canvas
Easy Taxi Business Model Canvas
Facebook Business Model Canvas
Kinder Business Model Canvas
Louis Vitton Business Model Canvas
Airbnb Business Model Canvas
Nespresso Business Model Canvas
Netflix Business Model Canvas
Google Search Business Model Canvas
Black Eyed Peas Business Model Canvas
A workshop on Value Proposition Design by Sam Rye from Lifehack & Enspiral.
This workshop takes you through the Value Proposition Canvas, helps you pitch your vision, and lays out a short exercise to make a 2D or 3D prototype of your solution for feedback.
It draws heavily on the content, language and concepts from this book, which we highly recommend you buy if you're serious about (social) entepreneurship or intrapreneurship : https://strategyzer.com/value-proposition-design
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
How to re-frame business problems to customer-centric opportunity spaces that drive value. Design thinking is your shortcut to customer empathy. A good understanding on how this method could help you identify real customer problems and unmet needs is essential. Moreover we will share techniques and tools that you can implement directly after this crash course. Start inventing the future.
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 ;)
Business Model Generation Value Proposition PowerPoint Presentation SlidesSlideTeam
If cracking the business deal with your best shot is on your mind, then go forward with this amazing PowerPoint presentation that not only offers the best graphics but also compiles information in a presentable manner. The one stop solution, when it comes to compiling of text and graphic is Business Model Generation Value Proposition PowerPoint Presentation Slides. Presentation layout can be customized as per the topic you need to address in the meeting. The business model generation PPT slide helps deliver the content and maintain a record of the same in the best possible manner. To the point and crisp information is conveyed which a perfect roadmap for the financial years by business model PowerPoint PPT. May it be revenue model, swot analysis or business model, planning or comparison, every core issue is addressed by wonderful mix of colored graphs and graphics in presentation slides. For business model visionaries, the PPT are a game changer and strive to map, design and test different strategies. Delve into all the facts involved with our Business Model Generation Value Proposition PowerPoint Presentation Slides. It helps investigate the issue.
Venture Builder / Start-up Factory Model One-slider Infographic Floyd DCosta
Deploying a venture builder / start-up factory model to smartly develop and scale a set of innovative ventures.
A structured, experimental, iterative approach to craft value and generate returns
From Idea to Business with Lean Startup & the Progress Board Strategyzer
This deck shows how you get from idea to business by using the business model canvas and lean startup methodologies. It introduces the Progress Board, a new tool that brings it all together.
The business model workshop is a 2-day learning experience about designing and implementing profitable growth engines. With today's fast moving business environment, organizations need a way to sense and respond to both threats and opportunities in a dynamic way. The business model workshop introduces participants to business model thinking and the methods/tools they need to maximize profitable growth. The business model workshop introduces a new tool called the Value Exchange Map, which works with the Business Model Canvas. Both together provide a kind of business model "stereo vision".
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.
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
Business Model Canvas explanation and examples from technology, creative, and home products industries:
Cirque Du Soleil Business Model Canvas
Skype Business Model Canvas
Easy Taxi Business Model Canvas
Facebook Business Model Canvas
Kinder Business Model Canvas
Louis Vitton Business Model Canvas
Airbnb Business Model Canvas
Nespresso Business Model Canvas
Netflix Business Model Canvas
Google Search Business Model Canvas
Black Eyed Peas Business Model Canvas
A workshop on Value Proposition Design by Sam Rye from Lifehack & Enspiral.
This workshop takes you through the Value Proposition Canvas, helps you pitch your vision, and lays out a short exercise to make a 2D or 3D prototype of your solution for feedback.
It draws heavily on the content, language and concepts from this book, which we highly recommend you buy if you're serious about (social) entepreneurship or intrapreneurship : https://strategyzer.com/value-proposition-design
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
How to re-frame business problems to customer-centric opportunity spaces that drive value. Design thinking is your shortcut to customer empathy. A good understanding on how this method could help you identify real customer problems and unmet needs is essential. Moreover we will share techniques and tools that you can implement directly after this crash course. Start inventing the future.
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 ;)
Business Model Generation Value Proposition PowerPoint Presentation SlidesSlideTeam
If cracking the business deal with your best shot is on your mind, then go forward with this amazing PowerPoint presentation that not only offers the best graphics but also compiles information in a presentable manner. The one stop solution, when it comes to compiling of text and graphic is Business Model Generation Value Proposition PowerPoint Presentation Slides. Presentation layout can be customized as per the topic you need to address in the meeting. The business model generation PPT slide helps deliver the content and maintain a record of the same in the best possible manner. To the point and crisp information is conveyed which a perfect roadmap for the financial years by business model PowerPoint PPT. May it be revenue model, swot analysis or business model, planning or comparison, every core issue is addressed by wonderful mix of colored graphs and graphics in presentation slides. For business model visionaries, the PPT are a game changer and strive to map, design and test different strategies. Delve into all the facts involved with our Business Model Generation Value Proposition PowerPoint Presentation Slides. It helps investigate the issue.
Venture Builder / Start-up Factory Model One-slider Infographic Floyd DCosta
Deploying a venture builder / start-up factory model to smartly develop and scale a set of innovative ventures.
A structured, experimental, iterative approach to craft value and generate returns
From Idea to Business with Lean Startup & the Progress Board Strategyzer
This deck shows how you get from idea to business by using the business model canvas and lean startup methodologies. It introduces the Progress Board, a new tool that brings it all together.
The business model workshop is a 2-day learning experience about designing and implementing profitable growth engines. With today's fast moving business environment, organizations need a way to sense and respond to both threats and opportunities in a dynamic way. The business model workshop introduces participants to business model thinking and the methods/tools they need to maximize profitable growth. The business model workshop introduces a new tool called the Value Exchange Map, which works with the Business Model Canvas. Both together provide a kind of business model "stereo vision".
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.
Growth by business model innovation, a lecture at Leuphana UniversityPatrick Stähler
The presentation is all about being different by having a business model that makes the firm unique in the eyes of their customers. The concept of a business model innovation is illustrated with a case on the Bosch IXO, a small wireless powertool that changed the power tool market in Europe forever. It opened up new markets of previously unserved market segments
New technology, digitalization, millennials and megatrends will bring opportunities to the prepared business leader and potential for disruption in B2C markets.
Presentation provided at the Enterprise Connect WIIN workshop series titled Business Model Innovation > New Value. Questions regarding this presentation should be directed to Marcus Tarrant, Managing Director, Mission HQ at marcus.tarrant(AT)missionhq.com.au
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 is the deck from a talk we gave on New Approaches to Business Model Innovation at the Product Development Management Association (PDMA) Summer Innovation Event in Detroit Michigan.
Many organizations focus on driving innovation through new products and services. While these are productive and profitable sources of innovation, organizations that consider innovating against a broader definition of their business model -- including not only WHAT they sell, but also HOW their business operates and delivers value, will find new opportunities to drive top and bottom line growth and ensure that they stay relevant in an increasingly turbulent marketplace.
In this presentation, The Garage Group introduces practical frameworks and exercises to enable Business Model Innovation:
● The “What/How” framework, which can be used to map and plan business model innovation within any organization.
● Examples from multiple industries to inspire Innovation across unexpected elements of organizations’ business models.
● A templated exercise to capture multiple elements of your organization’s business model which could be prime for innovation.
The Garage Group is a new kind of strategy firm building entrepreneurial processes and capabilities for innovation.
Who says paper is dead? Business model innovation in the media industryPatrick Stähler
The presentation is all about the need for innovative business models in print as well as online for the so-called content industry like newspaper. A mere transformation of the classical print model to online does not work since the revenue sources did not follow and the approach to serve all users with a broad spectrum of content does not work on the web since longtail publishers will always beat you on certain topics.
Unlike the past where technology innovation was the primary driver of startup creation, in the last ten years, it has frequently been innovation in new business models that has caused the disruption to create the opening for new companies. This presentation by David Skok of Matrix Partners looks in depth at the key business model changes that are causing disruption in the B2B space.
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
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
Introduction
In life, there are universal laws that govern everything we do. These laws are so perfect that if you were to align yourself with them, you could have so much prosperity that it would be coming out of your ears. This is because God created the universe in the image and likeness of him. It is failure to follow the universal laws that causes one to fail. The laws that were created consisted of the following: ·
Law of Gratitude: The Law of Gratitude states that you must show gratitude for what you have. By having gratitude, you speed your growth and success faster than you normally would. This is because if you appreciate the things you have, even if they are small things, you are open to receiving more.
Law of Attraction: The Law of Attraction states that if you focus your attention on something long enough you will get it. It all starts in the mind. You think of something and when you think of it, you manifest that in your life. This could be a mental picture of a check or actual cash, but you think about it with an image.
Law of Karma: the Law of Karma states that if you go out and do something bad, it will come back to you with something bad. If you do well for others, good things happen to you. The principle here is to know you can create good or bad through your actions. There will always be an effect no matter what.
Law of Love: the Law of Love states that love is more than emotion or feeling; it is energy. It has substance and can be felt. Love is also considered acceptance of oneself or others. This means that no matter what you do in life if you do not approach or leave the situation out of love, it won't work.
Law of Allowing: The Law of Allowing states that for us to get what we want, we must be receptive to it. We can't merely say to the Universe that we want something if we don't allow ourselves to receive it. This will defeat our purpose for wanting it in the first place.
Law of Vibration: the Law of Vibration states that if you wish on something and use your thoughts to visualize it, you are halfway there to get it. To complete the cycle you must use the Law of Vibration to feel part of what you want. Do this and you'll have anything you want in life.
For everything to function properly there has to be structure. Without structure, our world, or universe, would be in utter chaos. Successful people understand universal laws and apply them daily. They may not acknowledge that to you, but they do follow the laws. There is a higher power and this higher power controls the universe and what we get out of it. People who know this, but wish to direct their own lives, follow the reasons. Successful people don't sit around and say "I'll try," they say yes and act on it.
Chapter - 1
The Law of Attraction
The law of attraction is the most powerful force in the universe. If you work against it, it can only bring you pain and misery. Successful people know this but have kept it hidden from the lower class for centuries because th
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.
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.
Business model innovation - Crossings Advisory - Harry BruintjesHarry Bruintjes
Manual for a workshop on Business Model Generation & Innovation.
You wish to enable your organization to meet new realities head-on but lack a clear strategy to distinguish your company from others? Has your current business model been weakened by external forces and events?
Have a look at these slides.
Focusing on the Business Model Canvas, looking at the 9 building blocks for successful modelling and reviewing practical examples from a successful entrepreneur.
Entrepreneurial Design: Building a business that customers love and with whic...Patrick Stähler
Why should anybody care for your business? How do you find the right thing customers love and with which you earn money? What are the jobs-to-be-done for your customers. The presentation was held at the StartupCamp Switzerland 2014. It is all about finding the right business model and how to develop a real, customer tested business from your idea. Cases are blacksocks, Über, Mytaxi, AirBnB, Krinner, Geberit and many others.
Bid to Win workshop for Seedbed - October 2015Matt Spry
If your business is supplying services or products to other organisations, and you want to grow, it is almost certain that you will have to navigate the minefield of tendering for new work. When done well successful bidding can help to scale your financial performance and impact quickly, but done badly and you risk wasting huge amounts of time and money.
The Bid to Win masterclass will give you:
- an introduction to bidding
- key principles for bidding to win
- an approach to bidding that can be applied to any sector or opportunity - the bid canvas
The aim of the session was to introduce attendees to a flexible and powerful approach to bidding that will keep your bids focused on what really matters to the buyer, whilst helping to manage the risks inherent in the tendering process.
Startup Development Process; Issues to consider when building your startupDemetris Hadjisofocli
This presentation gives a brief outline of the important issues to consider when setting up a business. These issues include business modeling, revenue, partnerships, vendors and
Designing a Business Model - Business Model Canvas Class 5 2024Alok Nikhil Jha
he BMC provides a holistic view of your business model, fostering strategic clarity and alignment.. It is key driver of the business. It is how you create and deliver value to your customers, make money, and operate it sustainably.
It has 9 key pointers to work on and could also be considered as a starting point of a venture
ICEBERG Innovation - Summary of Slides for the 2014 Small Company - Big Busin...ICEBERG-Innovation
Innovation is good for your bank account, but you have to get certain things right. Our mission is to assist companies and investors to "make innovation easier and more profitable".
These are the (Summary of) Slides for the 2014 Small Company - Big Business Workshop Series. Please note that many slides are not self-explanatory, so if you've missed the workshop and are interested in the content or our assistance or services then please contact us.
Phone in Australia: 1300 037679
www.ICEBERG-Innovation.com
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
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
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
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.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
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 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
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!
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Innovation & Business Model & Business Model Canvas 2014
1. Business Models &
Business Model Canvas
Serdar Temiz,
temiz@kth.se
ME2603 Entrepreneurship
6.0 credits
2014
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
Terrence Brown
terrence@kth.se
2. Some Questions
• What is Invention
• What is Innovation
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
3. 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 KTH
Stockholm 2014
4. Types of Innovation
1. Technology innovation
2. Process innovation
3. Product & service innovation
4. Business Model innovation
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
7. Product / service innovation
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
8. Business Model Innovation
It can be, even more, important than tech
innovation!
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
9. Business Model Innovation
Finding and executing the right business model
can be the only/ main reason of the success
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
15. Why business models matter?
Joan Magretta
• Who is the customer and what does the customer
value?
• How do we make money from the business?
• How can we deliver value to the customer at an
appropriate cost?
• Writing a new story
• A better way than existing alternatives
• Making the number add up
• Tweaking on the fly based on feedback
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
16. Business Model Warfare
Langdon Morris
• Business mortality is high
• Technology innovation by itself has rarely
been sufficient to ensure the future.
• Similar products and services
• Advantages resulting from a successful
business models are fleeting. Models need to
be continuously reviewed and updated when
necessary
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
17. 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 KTH
Stockholm 2014
18. How Business Models Emerge
(2 of 3)
The Value Chain (again)
"Competitive Advan tage: Creating andSustaining superior Performance" (1985).
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
19. How Business Models Emerge
(3 of 3)
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.
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
20. 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.
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
23. Forces affecting the business model
• Customer needs
• Competition
• Technological change
• Social change
• Legal environment
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
25. Source: PwC, The future of mobility, October 2013
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
26. Basic Business Model Map
Product/Service
Ecosytem
Customer
EcoSystem
Finance
Value
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
27. There are different type of Business Model Maps
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
28. Serdar Temiz & Terrence Brown KTH
Stockholm 2014By Alexander Osterwalder & Yves Pigneur
29. The 9 building blocks for Business Model Canvas
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 KTH
Stockholm 2014
30. 1. Customer Segment
• 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 KTH
Stockholm 2014
31. 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
32. 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
33. 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
34. 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
35. Keep In Mind -Paradox
• 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 what they want: buying
process is mysterious
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
36. 2.Value Proposition
• 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 KTH
Stockholm 2014
37. 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
38. 2. Value Proposition - Q’s to answer –
• 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 KTH
Stockholm 2014
39. 3. Channels
• 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 KTH
Stockholm 2014
40. 3. Channels- Qs
• Through which Channels do our Customer
Segments want to be reached?
• How are we reaching them now?
• How are our Channels integrated?
• Which ones work best?
• Which ones are most cost-efficient?
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
41. 4. Customer Relations
• Customer
acquisition
• Customer
retention
• Boosting
sales
(upselling)
Value
Proposition
Customer
Segment
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
42. 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
43. 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
44. 5. Revenue Streams
• For what value are our customers really willing
to pay?
• One time/ recurring?
• For what do they currently pay?
• How are they currently paying?
• How would they prefer to pay?
• How much does each Revenue Stream
contribute to overall revenues?
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
45. 5.Revenue Streams
•ChannelsValue
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 KTH
Stockholm 2014
46. 5.Revenue Streams
Fixed
pricingDynamic
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 KTH
Stockholm 2014
48. 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
49. 7. Key Activities
• 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 KTH
Stockholm 2014
50. 8. Key Partnerships
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 KTH
Stockholm 2014
51. 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
52. 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
53. 9. Cost Structure-II
• Cost Structure Characteristics:
• minimizing costs wherever possibleFixed costs
• Premium Value Propositions and a high
degree of personalized serviceVariable 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 KTH
Stockholm 2014
54. 9. Cost Structure
• What are the most important costs inherent in
our business model?
• Which Key Resources are most expensive?
• Which Key Activities are most expensive?
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
55. Serdar Temiz & Terrence Brown KTH
Stockholm 2014By Alexander Osterwalder & Yves Pigneur
56. Team, Social Value, Enviromental cost
etc.
Problems with this canvas?
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
57. Serdar Temiz & Terrence Brown KTH
Stockholm 2014By Alexander Osterwalder & Yves Pigneur
58. Serdar Temiz & Terrence Brown KTH
Stockholm 2014By Alexander Osterwalder & Yves Pigneur
59. • Strategic Mission?
• Customer Segments are Hypotesis for startups
• Fits to New and Existing Business but does it
work in Start ups?
• Metrics?
• Competition? Organisational Structure?
• Unfair Advantage over competitors?
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
63. Business Model Canvas – Spotify- September 2014
Key Partners Key Activities Value Propositions
• .
Customer
Relationships
Customer Segments
Key Resources Channels
Cost Structure Revenue Streams
Serdar Temiz Stockholm-Sweden
Listeners• Legal music for free or
minimum payment
• Be social when you listen
• Music based on mood
• Automated
service
• self service (FAQ)
• Community forum
• Customer Service
• Awareness at social
media
• Mobile application
• Desktop application
• Spotify.com
Advertisers
• self service : on learning
how ads are located in
the spotify etc.
• personal assistance: to
put ad, advertisers
should get in touch
directly
• Targeted
advertisement-
• commercials
between songs:
make listeners
sure to listen
• Keep technology up and
running
• Adding more music,
label, artists to Spotify
offering
• Launching Spotify in
different countries
• Music,
• Server,
• Brand
• Employees
• Labels,
• aggregators (e.g merlin
network )
• Facebook
• License fee
• Salaries
• Technology cost
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
• Awareness with social media
partners (fb, msn)
• Customer center representative
Advertisement
revenue
Subscription of unlimited
and premium customers
66. Business Model Canvas – Spotify- September 2014
Key Partners Key Activities Value Propositions
• .
Customer
Relationships
Customer Segments
Key Resources Channels
Cost Structure Revenue Streams
Serdar Temiz Stockholm-Sweden
Listeners• Legal music for free or
minimum payment
• Be social when you listen
• Music based on mood
• Automated
service
• self service (FAQ)
• Community forum
• Customer Service
• Awareness at social
media
• Mobile application
• Desktop application
• Spotify.com
Advertisers
• self service : on learning
how ads are located in
the spotify etc.
• personal assistance: to
put ad, advertisers
should get in touch
directly
• Targeted
advertisement-
• commercials
between songs:
make listeners
sure to listen
• Keep technology up and
running
• Adding more music,
label, artists to Spotify
offering
• Launching Spotify in
different countries
• Music,
• Server,
• Brand
• Employees
• Labels,
• aggregators (e.g merlin
network )
• Facebook
• License fee
• Salaries
• Technology cost
Serdar Temiz & Terrence Brown KTH
Stockholm 2014
• Awareness with social media
partners (fb, msn)
• Customer center representative
Advertisement
revenue
Subscription of unlimited
and premium customers
Can add music to their code
• developer.spotify.com/
• physical meetups
????++?
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.
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).
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,