This document summarizes a presentation about business model innovation, the maker culture, and the future. It discusses startup knowledge companies, business developers, and consultants gathered at the event. It then provides an overview of the business model canvas tool, explaining the key components of a business model - key resources, key activities, value propositions, customer relationships, revenue streams, and more. Examples are given for how different companies utilize various aspects of the business model.
Business Model Generation (Alex Osterwalder)Endrigo Ramos
Systematically understand, design & differentiate your business model.
Disruptive new business models are emblematic of our generation. Yet they remain poorly understood, even as they transform competitive landscapes across industries. Business Model Generation offers you powerful, simple, tested tools for understanding, designing, re-working, and implementing business models.
Written by Alex Osterwalder
Slides designed by Endrigo Ramos
http://businessmodelgeneration.com/book
Business Model Generation (Alex Osterwalder)Endrigo Ramos
Systematically understand, design & differentiate your business model.
Disruptive new business models are emblematic of our generation. Yet they remain poorly understood, even as they transform competitive landscapes across industries. Business Model Generation offers you powerful, simple, tested tools for understanding, designing, re-working, and implementing business models.
Written by Alex Osterwalder
Slides designed by Endrigo Ramos
http://businessmodelgeneration.com/book
Switch on your B2B customer experience strategyTomorrow People
B2B Marketing Leaders Gather to Share insights
NOTES- Participants at London Tech Weeks “Switch on your B2B mobile content strategy” discussed research and strategy on how to take advantage of mobile capabilities, what techniques can be used, Mobile customer experience and what is working best for B2B organisations.
Areas Covered
Why the current customer experience is broken
How mobile can be a powerful extension of your brand and marketing.
The current customer journey
The fully mobile customer journey
How to engage your audience through the customer journey
Customer experience is the new marketing
Gaining a better customer insight
Capturing critical data along the customer journey
Technology integration: API’s, Marketing automation, CRM
Success metrics (adoption, engagement and conversion)
“For marketers, mobile is the biggest opportunity of our time to give consumers the exceptional discovery, engagement and purchasing experiences they demand.” (Mobile Marketing Association, 2017)
Mobile content is both a great opportunity and a threat to many marketing professionals. How best to take advantage of a device business users check multiple times an hour, making them a real-time tool in driving brand awareness and target their prospects or channel partners to ensure their mobile marketing works effectively.
“The event hosted by strategic partnering firm Tomorrow People and Contento their mobile customer experience service took a tactical look at how to encounter the advantages of a mobile audience and how to redefine current materials for mobile usage."
Addressing the contact center opportunity, discuss five important contact center trends, and explain how companies can embrace these trends to create a smart strategy that can improve the top and bottom line.
Make every customer conversation count: Power your 21st Century Sales Warrior to make an impact in every deal - with easy collaboration, agility and meaningful insight
4by4 Business Model Patterns (ver1.0, english edition)The Innovation Lab
The 4by4 Business Model Patterns is a framework to use more than 38 business patterns for empowering and tweaking prior business model to new one.
It applies the four arithmetical operations to business model components like Customer, Product, Channel, Profit Model.
brief matters. this is how we work together for alignment of achievement. it's not a noun., a verb. instead.
this is what i consolidate those i were trained in 4A creative agency.
Digital Banking: Enhancing Customer Experience; Generating Long-Term Loyalty ...Cognizant
To stay profitable and grow in the new digital economy, banks need to adopt a customer-centric business model, diversify online delivery of products and services channels and begin making meaning from valuable trails of digital information.
There is a territory that exists in the borderlines between you and your customers. It’s a place where opportunity lives, if only you know where to look….
Business Plan Template (Design Thinking Structure) Timothy Chan
This business plan template is structured based on the Multi-Dimensional Thinking (MDT) process. The MDT is a design thinking process conceived by Mark Phooi, CEO of First Media Design School.
Switch on your B2B customer experience strategyTomorrow People
B2B Marketing Leaders Gather to Share insights
NOTES- Participants at London Tech Weeks “Switch on your B2B mobile content strategy” discussed research and strategy on how to take advantage of mobile capabilities, what techniques can be used, Mobile customer experience and what is working best for B2B organisations.
Areas Covered
Why the current customer experience is broken
How mobile can be a powerful extension of your brand and marketing.
The current customer journey
The fully mobile customer journey
How to engage your audience through the customer journey
Customer experience is the new marketing
Gaining a better customer insight
Capturing critical data along the customer journey
Technology integration: API’s, Marketing automation, CRM
Success metrics (adoption, engagement and conversion)
“For marketers, mobile is the biggest opportunity of our time to give consumers the exceptional discovery, engagement and purchasing experiences they demand.” (Mobile Marketing Association, 2017)
Mobile content is both a great opportunity and a threat to many marketing professionals. How best to take advantage of a device business users check multiple times an hour, making them a real-time tool in driving brand awareness and target their prospects or channel partners to ensure their mobile marketing works effectively.
“The event hosted by strategic partnering firm Tomorrow People and Contento their mobile customer experience service took a tactical look at how to encounter the advantages of a mobile audience and how to redefine current materials for mobile usage."
Addressing the contact center opportunity, discuss five important contact center trends, and explain how companies can embrace these trends to create a smart strategy that can improve the top and bottom line.
Make every customer conversation count: Power your 21st Century Sales Warrior to make an impact in every deal - with easy collaboration, agility and meaningful insight
4by4 Business Model Patterns (ver1.0, english edition)The Innovation Lab
The 4by4 Business Model Patterns is a framework to use more than 38 business patterns for empowering and tweaking prior business model to new one.
It applies the four arithmetical operations to business model components like Customer, Product, Channel, Profit Model.
brief matters. this is how we work together for alignment of achievement. it's not a noun., a verb. instead.
this is what i consolidate those i were trained in 4A creative agency.
Digital Banking: Enhancing Customer Experience; Generating Long-Term Loyalty ...Cognizant
To stay profitable and grow in the new digital economy, banks need to adopt a customer-centric business model, diversify online delivery of products and services channels and begin making meaning from valuable trails of digital information.
There is a territory that exists in the borderlines between you and your customers. It’s a place where opportunity lives, if only you know where to look….
Business Plan Template (Design Thinking Structure) Timothy Chan
This business plan template is structured based on the Multi-Dimensional Thinking (MDT) process. The MDT is a design thinking process conceived by Mark Phooi, CEO of First Media Design School.
As both platforms, Facebook and Twitter, grow and become more and more popular among marketers, a different number of questions arise about the impact of being present within these social media spaces on ROI, crisis management, time management, and what makes Facebook fan pages and Twitter handles successful. Use this presentation as a tool not only to create successful fan pages and micro-blogging profiles, but to persuade your boss why you should be present on these platforms and how it will affect your bottom line.
Thoughts on best practices to guide digital transformation. Covers 5 areas:- leadership, organisation and culture, the customer experience, the digital platform and execution.
Hvilke deler av forretningsmodellen du kan gjøre mer lønnsom med teknologi? Vi viser deg hvordan du bruker The Business Model Canvas til å finne ut hvordan en applikasjon kan spare bedriften penger.
Product Vision and Strategy - Creating Value Doug Henderson
Discussion at the Alpha Loft's Full Stack meetup in Portsmouth NH on 3/25/2015. Discussed Product Value Proposition, Business Model Canvas, Value Map, Customer Segments, Customer Research, Lean Startup Methodology.
I did a quick run down of the different blocks on the Business Model Canvas at Ajujaht (Estonian entrepreneurship competition), which we followed by a brain dump of the team members on the canvas itself.
Lo speech di Stefano Guerrieri che racconta il metodo con cui è arrivato a progettare il modello di business della sua startup Playwood. Questo speech è stato fatto a Creativity Day e durante un incontro gratuito presso Impact Hub di Reggio Emilia.
Based on the 9 blocks business model you can find a sample case study for modern business model. inspired from "business model generations" book.
this model for a digital marketing content company focused on establishing a content online services for middle east to enreach the market with new online websites that helps us reach the world with our own websites and get in control with our online atmosphere
A business model presentation using Business Model Canvas and each building block and an Empathy Map(by XPlane.com) as a predefined background template.
Just add a new slide and choose a template and start adding post-it on it!!
Best Crypto Marketing Ideas to Lead Your Project to SuccessIntelisync
In this comprehensive slideshow presentation, we delve into the intricacies of crypto marketing, offering invaluable insights and strategies to propel your project to success in the dynamic cryptocurrency landscape. From understanding market trends to building a robust brand identity, engaging with influencers, and analyzing performance metrics, we cover all aspects essential for effective marketing in the crypto space.
Also Intelisync, our cutting-edge service designed to streamline and optimize your marketing efforts, leveraging data-driven insights and innovative strategies to drive growth and visibility for your project.
With a data-driven approach, transparent communication, and a commitment to excellence, InteliSync is your trusted partner for driving meaningful impact in the fast-paced world of Web3. Contact us today to learn more and embark on a journey to crypto marketing mastery!
Ready to elevate your Web3 project to new heights? Contact InteliSync now and unleash the full potential of your crypto venture!
Explore Sarasota Collection's exquisite and long-lasting dining table sets and chairs in Sarasota. Elevate your dining experience with our high-quality collection!
What You're Going to Learn
- How These 4 Leaks Force You To Work Longer And Harder in order to grow your income… improve just one of these and the impact could be life changing.
- How to SHUT DOWN the revolving door of Income Stagnation… you know, where new sales come into your magazine while at the same time existing sponsors exit.
- How to transform your magazine business by fixing the 4 “DON’Ts”...
#1 LEADS Don’t Book
#2 PROSPECTS Don’t Show
#3 PROSPECTS Don’t Buy
#4 CLIENTS Don’t Stay
- How to identify which leak to fix first so you get the biggest bang for your income.
- Get actionable strategies you can use right away to improve your bookings, sales and retention.
18. Fokus
på
problem,
posiKvt!
• Vad
är
det
som
hindrar
oss
aL
ta
nästa
steg?
• Företag
byggs
av
alla
problem.
• Problem
och
motgångar
bygger
en
affärsmodell.
• KonstrukKvt
eller
destrukKvt?
19.
20. 10
min
• Vad
är
eL
problem?
• Hur
går
det
aL
lösa?
• Hur
använder
folk
språket
posiKvt
och
negaKvt?
• Har
ni
varit
med
om
situaKoner
där
språket
har
används
på
konstrukKvt
eller
destrukKvt
säL?
69. Nyckelpartners:
1.
Partner
med
icke
konkurrenter
2.
Partnerskap
med
konkurrenter
3.
Joint
Ventures
för
aL
skapa
nyL
affärsområde
4.
Partnerskap
med
vikKga
leverantörer
5.
Icke
strategiska
partnerskap
76. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry 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.
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
is your business more
Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)
Value Driven (focused on value creation, premium value proposition)
sample characteristics
Fixed Costs (salaries, rents, utilities)
Variable costs
Economies of scale
Economies of scope
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?
How are we integrating them with customer routines?
channel phases
1. Awareness
How do we raise awareness about our company’s products and services?
2. Evaluation
How do we help customers evaluate our organization’s Value Proposition?
3. Purchase
How do we allow customers to purchase specific products and services?
4. Delivery
How do we deliver a Value Proposition to customers?
5. After sales
How do we provide post-purchase customer support?
For what value are our customers really willing to pay?
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?
For whom are we creating value?
Who are our most important customers?
Mass Market
Niche Market
Segmented
Diversified
Multi-sided Platform
What type of relationship does each of our
Customer Segments expect us to establish
and maintain with them?
Which ones have we established?
How are they integrated with the rest of our
business model?
How costly are they?
examples
Personal assistance
Dedicated Personal Assistance
Self-Service
Automated Services
Communities
Co-creation
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
catergories
Production
Problem Solving
Platform/Network
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
types of resources
Physical
Intellectual (brand patents, copyrights, data)
Human
Financial
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquairing from partners?
Which Key Activities do partners perform?
motivations for partnerships
Optimization and economy
Reduction of risk and uncertainty
Acquisition of particular resources and activities
What value do we deliver to the customer?
Which one of our customer’s problems are we
helping to solve?
What bundles of products and services are we
offering to each Customer Segment?
Which customer needs are we satisfying?
characteristics
Newness
Performance
Customization
“Getting the Job Done”
Design
Brand/Status
Price
Cost Reduction
Risk Reduction
Accessibility
Convenience/Usability
types
Asset sale
Usage fee
Subscription Fees
Lending/Renting/Leasing
Licensing
Brokerage fees
Advertising
fixed pricing
List Price
Product feature dependent
Customer segment
dependent
Volume dependent
dynamic pricing
Negotiation (bargaining)
Yield Management
Real-time-Market
strategyzer.com
Resursdrivet:
-‐ Resurser
styr
-‐ Infrastruktur
-‐ Tryckpress,
gruva
-‐ Nätverk
-‐ Kunskap
-‐ Personligt,
dansare,
band
m
fl
77. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry 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.
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
is your business more
Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)
Value Driven (focused on value creation, premium value proposition)
sample characteristics
Fixed Costs (salaries, rents, utilities)
Variable costs
Economies of scale
Economies of scope
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?
How are we integrating them with customer routines?
channel phases
1. Awareness
How do we raise awareness about our company’s products and services?
2. Evaluation
How do we help customers evaluate our organization’s Value Proposition?
3. Purchase
How do we allow customers to purchase specific products and services?
4. Delivery
How do we deliver a Value Proposition to customers?
5. After sales
How do we provide post-purchase customer support?
For what value are our customers really willing to pay?
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?
For whom are we creating value?
Who are our most important customers?
Mass Market
Niche Market
Segmented
Diversified
Multi-sided Platform
What type of relationship does each of our
Customer Segments expect us to establish
and maintain with them?
Which ones have we established?
How are they integrated with the rest of our
business model?
How costly are they?
examples
Personal assistance
Dedicated Personal Assistance
Self-Service
Automated Services
Communities
Co-creation
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
catergories
Production
Problem Solving
Platform/Network
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
types of resources
Physical
Intellectual (brand patents, copyrights, data)
Human
Financial
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquairing from partners?
Which Key Activities do partners perform?
motivations for partnerships
Optimization and economy
Reduction of risk and uncertainty
Acquisition of particular resources and activities
What value do we deliver to the customer?
Which one of our customer’s problems are we
helping to solve?
What bundles of products and services are we
offering to each Customer Segment?
Which customer needs are we satisfying?
characteristics
Newness
Performance
Customization
“Getting the Job Done”
Design
Brand/Status
Price
Cost Reduction
Risk Reduction
Accessibility
Convenience/Usability
types
Asset sale
Usage fee
Subscription Fees
Lending/Renting/Leasing
Licensing
Brokerage fees
Advertising
fixed pricing
List Price
Product feature dependent
Customer segment
dependent
Volume dependent
dynamic pricing
Negotiation (bargaining)
Yield Management
Real-time-Market
strategyzer.com
Kunddrivet:
-‐ Kunden
och
marknaden
styr
-‐ Ekologisk
mat
-‐ Upplevelser
-‐ Avkoppling
-‐ Förstärka
egen
person
-‐ Dricka
och
mat
på
mack
78. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry 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.
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
is your business more
Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)
Value Driven (focused on value creation, premium value proposition)
sample characteristics
Fixed Costs (salaries, rents, utilities)
Variable costs
Economies of scale
Economies of scope
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?
How are we integrating them with customer routines?
channel phases
1. Awareness
How do we raise awareness about our company’s products and services?
2. Evaluation
How do we help customers evaluate our organization’s Value Proposition?
3. Purchase
How do we allow customers to purchase specific products and services?
4. Delivery
How do we deliver a Value Proposition to customers?
5. After sales
How do we provide post-purchase customer support?
For what value are our customers really willing to pay?
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?
For whom are we creating value?
Who are our most important customers?
Mass Market
Niche Market
Segmented
Diversified
Multi-sided Platform
What type of relationship does each of our
Customer Segments expect us to establish
and maintain with them?
Which ones have we established?
How are they integrated with the rest of our
business model?
How costly are they?
examples
Personal assistance
Dedicated Personal Assistance
Self-Service
Automated Services
Communities
Co-creation
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
catergories
Production
Problem Solving
Platform/Network
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
types of resources
Physical
Intellectual (brand patents, copyrights, data)
Human
Financial
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquairing from partners?
Which Key Activities do partners perform?
motivations for partnerships
Optimization and economy
Reduction of risk and uncertainty
Acquisition of particular resources and activities
What value do we deliver to the customer?
Which one of our customer’s problems are we
helping to solve?
What bundles of products and services are we
offering to each Customer Segment?
Which customer needs are we satisfying?
characteristics
Newness
Performance
Customization
“Getting the Job Done”
Design
Brand/Status
Price
Cost Reduction
Risk Reduction
Accessibility
Convenience/Usability
types
Asset sale
Usage fee
Subscription Fees
Lending/Renting/Leasing
Licensing
Brokerage fees
Advertising
fixed pricing
List Price
Product feature dependent
Customer segment
dependent
Volume dependent
dynamic pricing
Negotiation (bargaining)
Yield Management
Real-time-Market
strategyzer.com
Finansdrivet:
-‐ Hyra
och
leasing
-‐ RUT
och
ROT
-‐ Tilläggsförsäkringar