SlideShare a Scribd company logo
jaxbridges is a program of the JAX Chamber Entrepreneurial Growth Division.
Customer
Group/Type
Customer
Persona/Profile
Gains
Pains
Pains & Gains
Solution
Treatment
Solution & Treatment
General- Problems
you address.
Specific- JTBD
Evone’s 4-Point Value Proposition Strategy
Value Proposition aligned with
JAX Bridges Principles
• Im a founder/creator/leader of company
x/innovation x.
• We/It treats problems of _____ for
______.
• Our/The/One of the solution(s) is called
____.
• One of the ways/methods we deliver
value is by easing the pains of ____ for
many clients.
• But we have created substantial gains for
others by _______.
• And the future looks bright for companies
like ours in emerging markets in
industries like ___, ____, and ___.
• The ASK
• Have you or any of your colleagues
experienced these type of pains?
• Could you benefit from these types of
gains?
• Do you have synergies in these industries
where we could explore a business
relationship that could produce reciprocal
value?
Sample Business Models
Revenue Models
•Bricks and clicks business model
•Cutting out the middleman model
•Direct sales model
•Distribution business models
•Value-added reseller
•Fee in, free out
•Franchise
•Freemium business model
•Auction business model
•All-in-one business model
•Chemical Leasing
•Low-cost carrier business model
•Loyalty business models
•Monopolistic business model
•Multi-level marketing business model
•Network effects business model
•Online auction business model
•Online content business model
•Online media cooperative
•Premium business model
•Professional open-source model
•Pyramid scheme business model
•Razor and blades business model
•Servitization of products business model
•Subscription business model
• For a while now, we've been seeing Ning through rose-colored glasses.
One year ago to the day, the company announced it had attained 1
million unique social networks built on its platform, along with a $500
million valuation. In May 2009, the company rolled out a developer
platform along with 90 ready-to-go applications for network creators.
On paper, their numbers were looking great.
• Then, just last month, we got word that CEO Gina Bianchini had left the
company. On the heels of this news came a 40% workforce reduction
and a dramatic announcement from the new CEO, Jason Rosenthal:
• When I became CEO 30 days ago, I told you I would take a hard look at
our business. This process has brought real clarity to what's working,
what's not, and what we need to do now to make Ning a big success.
• My main conclusion is that we need to double down on our premium
services business. Our Premium Ning Networks[...] drive 75% of our
monthly U.S. traffic, and those Network Creators need and will pay for
many more services and features from us.
• So, we are going to change our strategy to devote 100% of our
resources to building the winning product to capture this big
opportunity. We will phase out our free service. Existing free networks
will have the opportunity to either convert to paying for premium
services, or transition off of Ning[...] All of our product development
capability will be devoted to making paying Network Creators
extremely happy."
This is our commitment to users and the people
who use our service, is that Facebook’s a free
service. It’s free now. It will always be free. We
make money through having advertisements and
things like that.” CEO and Co-Founder of
Facebook Mark Zuckerberg
The 9 Elements
Original Business Model Canvas
by Alexander Osterwalder
My business
Value Prop
My business
Customer Segments
Value Prop
My business
Key Partners
Customer Segments
Value Prop
My business
Key Partners
Customer Segments
Value Prop
My business
Revenue Streams
Cost
Key Partners
Customer Segments
Value Prop
My business
Revenue Streams
Cost
Key Resources
Key Partners
Customer Segments
Value Prop
My business
Revenue Streams
Cost
Key Resources
Key Activities
Key Partners
Customer Segments
Value Prop
My business
Revenue Streams
Cost
Key Resources
Key Activities
Channels of Distribution
Key Partners
Customer Segments
Value Prop
My business
Revenue Streams
Cost
Key Resources
Key Activities
Channels of Distribution
Customer Relationships
Key Partners
Customer Segments
Value Prop
My business
Revenue Streams
Cost
Key Resources
Key Activities
Channels of Distribution
Customer Relationships

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Jax bridges session 4 bmc 1

  • 1. jaxbridges is a program of the JAX Chamber Entrepreneurial Growth Division.
  • 2. Customer Group/Type Customer Persona/Profile Gains Pains Pains & Gains Solution Treatment Solution & Treatment General- Problems you address. Specific- JTBD Evone’s 4-Point Value Proposition Strategy
  • 3. Value Proposition aligned with JAX Bridges Principles • Im a founder/creator/leader of company x/innovation x. • We/It treats problems of _____ for ______. • Our/The/One of the solution(s) is called ____. • One of the ways/methods we deliver value is by easing the pains of ____ for many clients. • But we have created substantial gains for others by _______. • And the future looks bright for companies like ours in emerging markets in industries like ___, ____, and ___. • The ASK • Have you or any of your colleagues experienced these type of pains? • Could you benefit from these types of gains? • Do you have synergies in these industries where we could explore a business relationship that could produce reciprocal value?
  • 4. Sample Business Models Revenue Models •Bricks and clicks business model •Cutting out the middleman model •Direct sales model •Distribution business models •Value-added reseller •Fee in, free out •Franchise •Freemium business model •Auction business model •All-in-one business model •Chemical Leasing •Low-cost carrier business model •Loyalty business models •Monopolistic business model •Multi-level marketing business model •Network effects business model •Online auction business model •Online content business model •Online media cooperative •Premium business model •Professional open-source model •Pyramid scheme business model •Razor and blades business model •Servitization of products business model •Subscription business model
  • 5. • For a while now, we've been seeing Ning through rose-colored glasses. One year ago to the day, the company announced it had attained 1 million unique social networks built on its platform, along with a $500 million valuation. In May 2009, the company rolled out a developer platform along with 90 ready-to-go applications for network creators. On paper, their numbers were looking great. • Then, just last month, we got word that CEO Gina Bianchini had left the company. On the heels of this news came a 40% workforce reduction and a dramatic announcement from the new CEO, Jason Rosenthal: • When I became CEO 30 days ago, I told you I would take a hard look at our business. This process has brought real clarity to what's working, what's not, and what we need to do now to make Ning a big success. • My main conclusion is that we need to double down on our premium services business. Our Premium Ning Networks[...] drive 75% of our monthly U.S. traffic, and those Network Creators need and will pay for many more services and features from us. • So, we are going to change our strategy to devote 100% of our resources to building the winning product to capture this big opportunity. We will phase out our free service. Existing free networks will have the opportunity to either convert to paying for premium services, or transition off of Ning[...] All of our product development capability will be devoted to making paying Network Creators extremely happy." This is our commitment to users and the people who use our service, is that Facebook’s a free service. It’s free now. It will always be free. We make money through having advertisements and things like that.” CEO and Co-Founder of Facebook Mark Zuckerberg
  • 6. The 9 Elements Original Business Model Canvas by Alexander Osterwalder
  • 7.
  • 8.
  • 13. Key Partners Customer Segments Value Prop My business Revenue Streams Cost
  • 14. Key Partners Customer Segments Value Prop My business Revenue Streams Cost Key Resources
  • 15. Key Partners Customer Segments Value Prop My business Revenue Streams Cost Key Resources Key Activities
  • 16. Key Partners Customer Segments Value Prop My business Revenue Streams Cost Key Resources Key Activities Channels of Distribution
  • 17. Key Partners Customer Segments Value Prop My business Revenue Streams Cost Key Resources Key Activities Channels of Distribution Customer Relationships
  • 18. Key Partners Customer Segments Value Prop My business Revenue Streams Cost Key Resources Key Activities Channels of Distribution Customer Relationships

Editor's Notes

  1. Emphasize that this is extension of the work performed on the Inovet.it Canvas. Stress the importance of knowing the problem you are addressing, your customers, and your solution. Be excited about your product/service and always have an ask. Make it a business conversation rather than a sales pitch. Emphasize that the value proposition is the foundation of your business and business model. Its why you exist and everything is built around this element. A weak or unclear value proposition can lead to a weak business model that could then lead to a weak plan for your business. Ultimately you can make money and even survive as a business. However, in order to reach sustainable growth you will need to have a scalable business model with strong value propositions.
  2. Describe Business as an ongoing process of activities. These elements are taking place everyday in your business with or without you. Are you asleep at the wheel and neglecting business opportunities because you can not see the big picture. To many of us are solely focused on day-to-day activities and we are neglected those processes in our business that affect the way we deliver on our value proposition to 99% of our customers. These activities also represent fulfillment or the way we deliver to our customers. How many of us have a visual at home or in our office of how our business works. How do we visually communicate to others how our business works. If we can not get others to visualize our business or understand how it works we may lose opportunities. Revenue Streams There are three revenue streams here can we identify them? What happens when we leverage partnerships and dealers as compared to customer direct? (Less money/possibly more access)
  3. Revenue Models Revenue models differ from business models. You may several revenue models within your business. In some cases you may have one product with multiple revenues models. Use JAX Chamber as an example: Leadership Level Basic Level Events If I were to ask you which revenue models you currently have most of us would not be able to describe them. Imagine speaking with a large corporation and they inquire as to the type of revenue models you have in place. This is a sample list of revenue models. Real life example
  4. Brief overview Read aloud the nine elements and stress that each one is connected to delivering on the value proposition proposed. The genesis of the Business Model Canvas was a 170 page dissertation compressed into one page. The focus was on the business ontology. Emphasize that all of these things are taking place in your business daily. With or without you. Some are being addressed positively, some are being ignored.
  5. Begin exercise: Draw four boxes . Leave spaces between the boxes as you will be labeling these and drawing connections.
  6. Draw connectors to the boxes
  7. Lets begin labeling the activities for our business