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Business Modeling Appsterdam (guru session)

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I facilitated a business modeling session for a group of remarkable developers aiming to make Amsterdam the place where you go for apps therefor called 'Appsterdam'. I taught these developers, designers and programmers to think about there business models and how they could use the business model canvas to create their own business models more easily.

Published in: Business, Lifestyle

Business Modeling Appsterdam (guru session)

  1. 1. Workshop:Business Modeling for Appsterdam orhow to turn Pawns into Queens..
  2. 2. I believe we don’t see things as they are, we see them as we are. I like to be they guy to showpeople what is possible so theybecome even better versions of themselves Steven Zwerink @szwerink
  3. 3. Content
  4. 4. Why Business Modeling?Content The Business Model Canvas Applying the Business Model Canvas
  5. 5. The great game of chess Pawns
  6. 6. "The pawn is the soul of chess."François-André Danican Philidor
  7. 7. Pawns are the ‘Linchpins’ inBusiness Chess
  8. 8. Pawns almost always make the first move First mover advantage
  9. 9. Pawns can make a first move of two fields You have a flying start
  10. 10. Pawns determine thestrategic flavor of the game You are in control
  11. 11. Pawns canonly move forward Face forward & Chest upright
  12. 12. Pawns can captureanother piece en passant Make thecompetition irrelevant
  13. 13. I believe we don’t see things as they are, we see them as we are... And I see in every Pawn a potential Queen
  14. 14. erink@szw ‘ Pawns’
  15. 15. Business Model Workshop
  16. 16. What is the business model of APPLE? You have 10 minutes!
  17. 17. Why a business modeling workshop?1. To make sure we speak the same language
  18. 18. Say, your out drinking with some friends..
  19. 19. And you hear a song that you like..
  20. 20. But you don’t know the title or the artist..
  21. 21. Meet Shazam!
  22. 22. This is how it works:Hold up your phonePress ‘Tag now’Wait...And... Done!
  23. 23. The figures:• 2.000.000 identified songs per day• 200.000 people buy the song!• That is 10%!
  24. 24. They didn’t give a ****about the status quo models
  25. 25. Why a business modeling workshop?2. Business Model Innovation is CRUCIAL to keep creating VALUE
  26. 26. DSM Innovation CenterCONFIDENTIAL
  27. 27. THERE IS NONE No picture available
  28. 28. But we can be more systematic with ourcreativity while searching for the next...
  29. 29. discuss with your seat neighbor what a business model is and write down your definition
  30. 30. ?what elements did you mention in your definition?
  31. 31. Definition Business ModelA business model describes how an organizationcreates, delivers, and captures value (economic, social, or other forms of value) `
  32. 32. Why a business modeling workshop?3. To identify the right elements of a business model
  33. 33. What is Design Design?
  34. 34. “The only thing that is not designed is nature” Dave Kelly, IDEOFRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT.
  35. 35. “adaptation of means to a preconceived end” dictionary.comFRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT.
  36. 36. “transformation of existing conditions into preferred ones” Herbert Simon, 1969FRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT.
  37. 37. Why design?• Design is not the weapon for marketing• Design does not exist only for the design• The design is the reason you exist• You design the object not for the object but for the result• A business model also deserves a unique design
  38. 38. Why a business modeling workshop?4. “Business people don’t just need to understanddesigners better; they need to become designers” Roger Martin, Rotman School of Management
  39. 39. Written by Alex Osterwalder in co- creation with 470 co-authors
  40. 40. BUSINESS MODELCANVAS
  41. 41. 9 Building Blocks
  42. 42. 1. Customer Segments images by JAM
  43. 43. 2. Value Proposition images by JAM
  44. 44. 3. Distribution Channels images by JAM
  45. 45. 4. Customer Relationships images by JAM
  46. 46. 5. Revenue Streams images by JAM
  47. 47. 6. Key Resources images by JAM
  48. 48. 7. Key Activities images by JAM
  49. 49. 8. Key Partners images by JAM
  50. 50. 9. Costs structure images by JAM
  51. 51. Key Activities Value Customer Propositions Relationships Key CustomerPartners Segments Key Distribution Revenue Costs Resources Channels Streams Structure images by JAM
  52. 52. Business Model Canvas KEY KEY VALUE CUSTOMERS CUSTOMERPARTNERS ACTIVITIES PROPOSITION RELATIONS SEGMENTS DISTRIBUTION KEY RESOURCES CHANNELS COSTS STRUCTURE REVENUE STREAMS images by JAM
  53. 53. Business Model Canvas KEY KEY VALUE CUSTOMERS CUSTOMERPARTNERS ACTIVITIES PROPOSITION RELATIONSHIPS SEGMENTS DISTRIBUTION KEY RESOURCES CHANNELS COSTS STRUCTURE REVENUE STREAMS
  54. 54. Business Model Canvas for lbert.nl KEY KEY VALUE CUSTOMERS CUSTOMERPARTNERS ACTIVITIES PROPOSITION RELATIONS SEGMENTS Your groceries delivered to you in your KEY RESOURCES kitchen DISTIRBUTION CHANNELS COSTS STRUCTURE REVENUE STREAMS
  55. 55. CANVAS OVERLAY - NESPRESSO images by JAM
  56. 56. AssignmentDesign the business model for an empty box
  57. 57. Using the Canvas - how do we do it? 2. 1. PUT TH AT POSTER 3. HE UP P LOT T ON THE DESIG WALL C AN VAS ON N YO UR R BUSIN A POSTE ESS MODE L
  58. 58. ORDER OF 1. CUSTOMER SEGMENTSBUILDING 2. VALUE PROPOSITIONBLOCKS 3. CUSTOMER RELATIONSHIPS 4. DISTRIBUTION CHANNELS 5. REVENUE STREAMS 6. KEY ACTIVITIES 7. KEY ASSETS 8. KEY PARTNERS 9. COSTS STRUCTURE
  59. 59. IMPORTANT• Everybody writes• Use the post-its• Move them around• Tell us a story 65
  60. 60. CreditsVan Alex Osterwalder door ‘Pawns’ 66

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