Workshop Business Model Generation, disampaikan pada "Preview Class SPM-Class", sabtu, 23 Maret 2012 @ LPIK ITB.

1. Workshop
“Business Model Generation”
Preview SPM E-Class
LPIK ITB | 23 Maret 2012
Panji Prabowo | @panjiprabowo

4. The Business Model Canvas

6. The Business Model Canvas

7. The Business Model Canvas

8. 8
Customer Segments
An organization serves
one or several Customer
Segments
o Different groups of people or organisations an
enterprise aims to reach and serve
o Segments with common needs, common
behavior or other attributes
o Important decision about which segments to
serve and which segments to ignore
 design of Business Model around a
strong understanding of specific
customer needs
The heart of any Business Model

9. 9
Customer Segments
For whom we are creating value?
Customer groups represents separate segments if:
 their needs require and justify a distinct offer
 they are reached through different Distribution
Channels
 they require different types of relationship
 they have substantially different profitabilities
 they are willing to pay for a different aspect of the
offer

10. 10
Value Propositions
It seeks to solve customer problems and satisfy customer
needs with value propositions.
o A selected bundle of products and/or services
that caters the requirements of a specific
Customer Segment
o A aggregation or a bundle of benefits and value
 It solves a problem or satisfies a
customer need
Newness,
Performance, “getting
job done”,
customization, design,
brand/status, value,
accessibility,
The reason why customers choose a supplier usabiility, etc

11. 11
Channels
Value Propositions are delivered to customers
through communication,
distribution, and Sales Channels.
o Raising awareness among customers about a
company's product and services
o Helping customers to evaluate a company's
Value Proposition
o Delivering a Value Proposition to customers
 Reaching Customer Segments
How to deliver a Value Proposition

12. 12
Channels

13. 13
Customer Relationships
Customer relationships are established and maintained
with each Customer Segment.
o Serving the expectation of each Customer
Segment - establish and maintain relationships
o Calculating the costs of relationship
o Several categories of Customer Relationship
o Personal assistance
o Automated services
o Communities
 Integration with the
rest of the Business Model
The overall customer experience

14. 14
Revenue Streams
Revenue streams result from Value
Propositions successfully offered to
customers.
o Value for what each Customer Segment is
truly willing to pay
o Each Revenue stream could have different
pricing mechanisms
o Two types:
o Transaction revenues from one-time
customer payment
o Recurring revenues from ongoing business
 Cash a company generates from each
Customer Segment
The arteries of the Business Model

15. Modular Training
Revenue Streams Concept Innovation

16. 16
Key Resources
Key resources are the assets
required to offer and deliver the
previously described elements…
o Depending on the type of Business Model
o Can be physical, financial, intellectual or
human
 Base to create and offer a Value
Proposition, reach markets, maintain
relationships with Customer Segments
and earn revenues
Most important assets to bring a Business Model to life

17. 17
Key Activities
Key resources are the assets required to offer and deliver the
previously described elements…
…by performing a number of Key Activities.
o Actions for the success of a company
o Production
o Problem solving
o Platform/network-related
 Required to create and offer a Value
Proposition, reach markets, maintain
relationships with Customer Segments
and earn revenues
Most important things to make a Business Model work

18. 18
Key Partners
Some activities are outsourced and some resources are
acquired outside the enterprise.
Alliances to optimize Business Models, to
reduce risks or acquire resources
 Partnerships to strengthen the
position in the competitive
surrounding
Network of suppliers and partners that make the Business Model
work

19. 19
Cost Structure
The business model elements
result in the cost structure.
o All costs incurred to operate a Business
Model
o Classes of Cost Structures
o Cost-driven (-> the leanest possible Cos
Structure)
o Value-driven (-> focus on value
creation)
 Definition follows the Business Mode
Costs should be optimized in every Business Model

20. 20
Business Model Environment: Context,
Modular Training
Concept Innovation
Design Drivers, and Contraints

21. 21
Modular Training
Concept Innovation

22. 22
Apple iPod/iTunes Business Model

23. 23
Apple iPod/iTunes Business Model
 iPod launched in 2001 as stand alone product – users could
copy their CDs and download music from the Internet
 iTunes Music Store introduced in 2003 – users could buy and
download digital music
 iPhone introduced in 2008 – users could browse, buy and
download applications directly from iTunes store

24. 24
Apple iPod/iTunes Business Model
 Combination of iPod devices, iTunes software and Apple’s
online store  dominant market position
 Competitors of portable media players (e.g. Diamond
Multimedia) failed to have success  Why?
Answer: Business Model is important
• Distinct iPod design
• Deals with major record companies to create world’s largest
online music library
Today Apple earns most of its music-related revenues from selling
iPods, while using integration with the online music store to protect
itself from competitors.

25. Apple iPod/iTunes Business Model

26. Lets Try!!

27. Bentuk 3 Kelompok lalu...
• Buat model bisnis yang CS-nya mahasiswa ITB!
• Buat model bisnis yang VP-nya GRATIS!
• Buat model bisnis apa saja terserah anda!

28. 28
Modular Training
Concept Innovation
8. 7. 2. 4.
1.
3.
6.
5.
9.