The document provides guidance for developing a business model canvas over three days at a startup workshop.
Day 1 focuses on defining customer segments, validating problems, and sketching initial business model ideas. Day 2 involves further developing the business model canvas, designing surveys and questionnaires, and planning customer acquisition. Day 3 consists of finalizing the business model, preparing a pitch, and presenting to judges for feedback. The overall goal is to create a minimum viable product or prototype to demonstrate the business concept.
2. MY VIDEO TUTOR #1
CASE STUDY
1. Think about a cool name that
encompasses what you want to
provide.
2. Grasp the overall technical ambition
to show an MVP on Sunday
(negotiate with developers).
3. Braindump by having everyone
discuss the level approach towards
the solution.
4. Define a roadmap of tasks (use
Kanban).
FRIDAY
3. MY VIDEO TUTOR #2
a.k.a. tutor.co
1. Sketch the first version of BM canvas,
research competitors.
2. Design the offline/ online questionnaires.
3. Get out to the street to validate assumptions,
and board on potential customers/ users.
4. Plan on how acquire your first customers,
incorporate assumptions.
5. Sketch on paper the early user interfaces.
6. Do a landing page, social media.
7. Thinking about systems architecture (e.g.
how to integrate w/ FIWARE).
SATURDAY
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4. VTUTOR.IO #3
1. Sketch the second version of BM canvas.
2. Do the first sales to fools, friends and
family
3. If no computer MVP is possible have a
mechanical turk one instead
4. Prepare your pitch deck
5. Train your pitch
6. Upload your pitch deck
7. Convince the jury you should win!
SUNDAY
6. Judging Criteria
•Did your team get out and talk to customers?
Are you actually solving a problem?
•What’s your clear value proposition to that
customer?
Validation
Execution
& Design
Business
Model
7. Judging Criteria
•Did you work well as a team?
•Do you have a prototype (paper is ok)?
•Do you have an MVP to present (can you demo)?
•Design Matters!
Validation
Execution
& Design
Business
Model
8. Judging Criteria
•Does your solution solve a core need?
•Why is it unique?
•How will you differentiate yourself from your
competition (did you identify competition)?
Validation
Execution
& Design
Business
Model
21. Answer 5 questions
1. Who are our most important
customers?
2. Who are our users?
3. Who’s influencing them? Who
decides?
4. Which are the customers’
more important habits?
5. What type of customer
segments should we
address?
24. Answer 5 questions
1. What exact problem are we
trying to solve?
2. Is this a relevant (real)
problem?
3. What is the solution that are
developing?
4. How much value are we
delivering to the client?
5. Are are the main features of
our value proposition?
27. Interviews: Solving a Real
Problem?
Hypothesis List of problems
Test
Interview 20 people and verify if
there is a match between the
problems the team has
identified and the answers.
It is validated if
There is a positive match for the
top 5 problems.
28. Interviews: Creating a
Real Solution?
Hypothesis List of solutions
Test
Interview 20 people and verify if
there is a match between the
solutions the team has
identified and the answers.
It is validated if
There is a positive match for the
top 5 solutions.
29. Surveys
• Serve to test different
hypothesis, namely those
related with customer
segments, value proposition,
distribution channels,
partnerships, and revenue
streams.
• They are also a good source of
email addresses for direct
email marketing.
• There are lot of online tools,
but you can always do street
surveys as well.
30. Surveys: 5 Best Practices
1. Don’t do more than 10 questions.
2. Ask the most important questions at the beginning
of the survey
3. Use direct and clear phrasing
4. Only ask 1 open question per survey.
5. Ask demographic questions at the end of the
survey
32. Answer 5 questions
1. How are we going to
communicate the value
proposition?
2. How are we going to deliver
the product to the
customer?
3. What are the customer
favorite channels?
4. Is there any integration
between different channels?
5. What are the channels that
deliver the most bang for
buck?
38. Answer 5 questions
1. How are we going to get
customers?
2. How are we going to retain
customers?
3. How are we going to grow our
customer base?
4. What kind of relationship do
customers prefer?
5. Is there any integration with
the rest of the business
model?
40. Answer 5 questions
1. What are types of revenue
sources? (examples)
2. What are the pricing models?
3. How much are customers
willing to pay?
4. What customers value the
most?
5. What it the share of each
source on the total revenue?
45. Answer 5 questions
1. What are the critical activities
of our business?
2. How can they be optimized?
3. Which activities can we
automate?
4. Which activities should we
outsource?
5. Which activities should we
keep doing once in a while
to keep in touch with
reality?
47. Answer 5 questions
1. What are the critical
resources?
2. How can I minimize risk?
3. What are the common
characteristics of critical
resources?
4. How can I obtain my critical
resources?
5. How can I keep my critical
resources?
49. Answer 5 questions
1. Who are our critical partners?
2. Who are our critical suppliers?
3. Which key resources are we
buying from suppliers and
partners?
4. What kind of partnerships
should we seek?
5. What is the best cluster/
supply-chain where I should
be located?
51. Answer 5 questions
1. What is the resulting cost
structure?
2. Which resources have the
most impact on the costs?
3. What are the most expensive
activities?
4. Can you cut some costs via
partnerships?
5. Can you have a leaner cost
structure?
54. Instructions
• Each member puts up to 3 post-is on the spaces
corresponding to each component of the Business
Model (15 mins)
• Don’t forget to validate the consistency of the
model by taking out post-its that are duplicated.
• Point a team leader to do the presentation of the
BM
• Present the Business Model to the group (5 mins)
60. Expresso em
Casa
empresas
Expresso na
Empresa
particulares (fãs
do Expresso)
Clube Nespresso
vendas de
maquinas
Nespresso
venda de
cápsulas
Nespresso
central telefónica
Nespresso.com
lojas Nespresso
encomenda via
correio
…lojas de “retail”
91#
61. Expresso em
Casa
empresas
Expresso na
Empresa
particulares (fãs
do Expresso)
Clube Nespresso
distribuição
“B2C”
marketing
produção
vendas de
maquinas
Nespresso
venda de
cápsulas
Nespresso
central telefónica
Nespresso.com
lojas Nespresso
encomenda via
correio
…lojas de “retail”
92#
62. Expresso em
Casa
empresas
Expresso na
Empresa
particulares (fãs
do Expresso)
Clube Nespresso
distribuição
“B2C”
marketing
produção
canais de
distribuição
patentes
instalações de
produção
vendas de
maquinas
Nespresso
venda de
cápsulas
Nespresso
central telefónica
Nespresso.com
lojas Nespresso
encomenda via
correio
…lojas de “retail”
93#
63. Expresso em
Casa
empresas
Expresso na
Empresa
particulares (fãs
do Expresso)
Clube Nespresso
fabricantes de
maquinas de
café
distribuição
“B2C”
marketing
produção
canais de
distribuição
patentes
instalações de
produção
vendas de
maquinas
Nespresso
venda de
cápsulas
Nespresso
central telefónica
Nespresso.com
lojas Nespresso
encomenda via
correio
…lojas de “retail”
94#
64. Expresso em
Casa
empresas
Expresso na
Empresa
particulares (fãs
do Expresso)
Clube Nespresso
fabricantes de
maquinas de
café
distribuição
“B2C”
marketing
produção
canais de
distribuição
patentes
instalações de
produção
produção
distribuição
“B2C” marketing
vendas de
maquinas
Nespresso
venda de
cápsulas
Nespresso
central telefónica
Nespresso.com
lojas Nespresso
encomenda via
correio
…lojas de “retail”
95#