Business model generation for it entrepreneurs

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  • Violonist case
  • Business model generation for it entrepreneurs

    1. 1. Roald SieberathHOPE MIC Belgique
    2. 2. We’re going to talk about :
    3. 3. Who am I ?I used to : I studied business at :I (co-)launched startups : I work with startups :
    4. 4. Main ideasWhat is a business model Why it’s importantBuilding blocks Startup is a different animalExemples & TEST !
    5. 5. Violonist story Earned : 32$
    6. 6. Violonist story II (the revenge)Joshua Bell
    7. 7. Lessonfor Joshua (& gifted developers) Talent is not enough
    8. 8. Some building blocks…missing
    9. 9. Why Business Model matters ?
    10. 10. The winner is……not the one …but the onewith the best with the besttechnology business model
    11. 11. Introducing…
    12. 12. Business Model : 9 building blocks
    13. 13. Customer segments
    14. 14. Value proposition
    15. 15. Channels
    16. 16. Customer relationships
    17. 17. Revenue streams
    18. 18. Key Resources
    19. 19. Key Activities
    20. 20. Key Partners
    21. 21. Cost structure
    22. 22. Recap
    23. 23. Full model
    24. 24. All right,what do I make of it ?
    25. 25. Use it as a toolbox !
    26. 26. Business Models need to be designed
    27. 27. Business model canvas
    28. 28. It’s visual
    29. 29. It’s fun
    30. 30. It’s a communication toolDevelopers Marketersare from are fromMars Venus
    31. 31. You get to work with Post-It
    32. 32. It’s becoming a lingua franca
    33. 33. An easy way to share, discuss, adjust
    34. 34. It’s…everywhere !
    35. 35. Introducing… (Part 2)
    36. 36. We used to think: a startup is a company, just smallerAnd should be managed in a similar way
    37. 37. RealityA startup is a different animalManagement scienceshouldn’t be completely the same
    38. 38. Another view: Steve Blanka company a startupsolves a solves anknown unknownproblem problem
    39. 39. Waterfall modelProblem: known Solution: known
    40. 40. Agile Development (XP)Problem: knowncustomer Solution: unknown
    41. 41. Customer Development Data, feedback, insightsProblem: unknown Solution: unknownHyp, experiments, insights
    42. 42. Generate multiple hypotheses
    43. 43. TEST the hypotheses !
    44. 44. Customer Development
    45. 45. Lean startup cycle
    46. 46. Adjust until you can prove it works !
    47. 47. What is a “proof” ?
    48. 48. a signed deal !
    49. 49. So: get out of the building !
    50. 50. Search (and find)the right business model Only then, “execute” !
    51. 51. Pivot !
    52. 52. Exemple : Djengo Cool startup Young founders Cool concept
    53. 53. Djengo v.0.5 : C2C car-sharing(may 2010)Carsharing concept :- Between individual users- From anywhere to anywhere- ‘clearinghouse’ + social
    54. 54. Djengo was going into a wall
    55. 55. So Djengo pivoted…
    56. 56. Djego v.1.0 : event car-sharingValue prop:Fixed destinationCustomers:Event organizersBMC : changedBetter !
    57. 57. Djengo v.2.0 : B2B car-sharing• Changed again : – car-pooling for employees – Value proposition for companies – Different partners, relationships,• …
    58. 58. Djengo : they now have a business !
    59. 59. Business Model innovation Many sectors can be challenged & changed. Not so much technologically, But on their business model.
    60. 60. Business Model innovationENIACFirst commercialcomputer15 Feb 1946
    61. 61. Lessons(recap)
    62. 62. 1. Business Model can win or kill your business
    63. 63. 2. You need to design yourBusiness Model
    64. 64. 3. Use it as acommunication tool
    65. 65. 4. TEST your hypotheses
    66. 66. 5. …by getting out of thebuilding !
    67. 67. 6. PIVOT (if needed)
    68. 68. 7. only then, execute !
    69. 69. Understand this to avoid crashes
    70. 70. Thank you !

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