The document discusses business models and provides two approaches for building one: the business model canvas and the four-box framework. It defines a business model as describing how a business creates, delivers, and captures value. It outlines 9 essential questions to consider, such as who the customers are and how value is delivered to them. The business model canvas uses a visual map with 9 blocks to depict the key elements of a business model. The four-box framework divides a business model into customer value proposition, profit formula, key resources, and key processes.
Business Model Generation: Business Model Canvas + Design ThinkingSiddhant Choudhary
A business model describes the rationale of how an organisation creates, delivers and captures value. This ppt runs you through basics of business model generation.
The document provides an overview and notes on Alexander Osterwalder's book "Business Model Canvas". It summarizes the 5 major chapters: Canvas, Patterns, Design, Strategy, and Process. The Canvas chapter describes the 9 blocks of the Business Model Canvas including Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure. It provides examples and explains how to view the canvas from right to left starting with the customer.
Business Model Generation - Part1: Canvas
Presentation of key concept of Business Model Generation Canvas presented in the www.businessmodelgeneration.com/book. With addition of Startup types and lifecycle from Startup Genome Report (http://startupgenome.cc/).
Speaker: Don Duval, Vice President, Business Services, MaRS
Using a case study example, Don discusses the importance of understanding and refining your business model in order to grow your business and maintain a sustainable competitive advantage in the marketplace.
Part of the MaRS CIBC Presents Entrepeneurship 101 lecture series: http://www.marsdd.com/ent101
The Business Model Canvas is a strategic management and lean startup template for developing new or documenting existing business models. The presentation is a summary and explanation of key building blocks of the business model canvas.
The presentation is about a tool Business Model Canvas, developed by Stretegyzer. It indeed is a very powerful tool and can prove itself a boon for a startup and save it from early crunches. The presentation was discussed during a pre-event workshop on BMC organized by Startup Weekend Surat at BMEF Seminar Hall, Vesu, Surat (Dt. 04-07-2017).
The document discusses the Business Model Canvas (BMC), a strategic management template used to describe, design, challenge, and pivot business models. It introduces the BMC framework which includes 9 building blocks: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document then provides examples of using the BMC to develop new business models, analyze existing models using patterns, and innovate current models through pivoting different elements.
The document discusses the business model canvas, which is a tool for describing the rationale of how an organization creates, delivers, and captures value. It covers the nine blocks of the business model canvas - value proposition, customer segments, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. Examples of completed business model canvases are provided for several well-known companies like Nespresso, Coca-Cola, Financial Times, Facebook, Twitter, Groupon, LinkedIn, Google, Spotify, and Zara.
Presentation given to the i3 meeting of the Filene Research Institute, Montreal, QC 17 April 2014
http://filene.org/community/i3
www.startupacademie.com
www.coachdavender.com
This is the deck from a talk we gave on New Approaches to Business Model Innovation at the Product Development Management Association (PDMA) Summer Innovation Event in Detroit Michigan.
Many organizations focus on driving innovation through new products and services. While these are productive and profitable sources of innovation, organizations that consider innovating against a broader definition of their business model -- including not only WHAT they sell, but also HOW their business operates and delivers value, will find new opportunities to drive top and bottom line growth and ensure that they stay relevant in an increasingly turbulent marketplace.
In this presentation, The Garage Group introduces practical frameworks and exercises to enable Business Model Innovation:
● The “What/How” framework, which can be used to map and plan business model innovation within any organization.
● Examples from multiple industries to inspire Innovation across unexpected elements of organizations’ business models.
● A templated exercise to capture multiple elements of your organization’s business model which could be prime for innovation.
The Garage Group is a new kind of strategy firm building entrepreneurial processes and capabilities for innovation.
Business Model for Companies & Personal Life
http://anggriawan.web.id/2014/02/business-model.html
References:
- "Business Model Generation" by Alexander Osterwalder & Yves Pigneur
- "Business Model You" by Timothy Clark
The document provides guidance on describing, assessing, and improving a business model. It explains that understanding and innovating one's business model is crucial for competing effectively today. The document then outlines a three step process: 1) Describe the current business model using nine building blocks including customer segments, value propositions, channels, and costs, 2) Assess the strengths, weaknesses, opportunities and threats of the current model, and 3) Improve and innovate the business model based on the assessment. Each of the nine building blocks is then explained in more detail to help with the description step.
Scoring a business model scoring using the Business Model Whee (TM)BMI
The document discusses the Business Model Wheel, which breaks down business models into three broad aspects - offering, monetization, and sustainability. It then further breaks these down into more detailed categories for analysis. It provides examples of factors to consider for each category, such as market size, value proposition, sales model, competitive advantage, innovation needs, and risks. It also provides a sample scoring of an online music service business model across each category to demonstrate how to use the Business Model Wheel as a framework for analyzing and scoring different aspects of a business model.
The Business Model Canvas is a strategy and innovation tool to visualize, challenge, and invent business models.
It is outlined in the book Business Model Generation http://www.businessmodelgeneration.com
Innovation & Business Model & Business Model Canvas 2014Serdar Temiz
This document discusses business models and the business model canvas. It defines invention as a novel idea and innovation as the commercialization of that idea. The four main types of innovation are described as technology, process, product/service, and business model innovation. The business model canvas is introduced as a tool consisting of nine building blocks: customer segments, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document provides examples and questions to consider for each block to help outline a business model.
This document discusses business models, defining them as plans that generate revenue and profit. It outlines six key elements of business models: acquiring high-value customers, offering value to customers, delivering high-margin products/services, providing customer satisfaction, maintaining market position, and funding the business. Various business model frameworks and types are described, including the business model canvas, platform models, and franchising. The document emphasizes that a solid business model provides strategic answers to questions about how a business idea will work.
An ideal entrepreneur is someone who never stops learning, shares their knowledge, and inspires others. They use money to empower people and make a positive impact. The document outlines characteristics of an ideal entrepreneur and encourages attendees of a startup meetup to learn, share, and inspire right now in order to increase entrepreneurship in Indonesia from the current 0.18% to the target of 2% for greater national prosperity.
E learning-basic guidelines to develop multimedia learningDimas Prasetyo
The document discusses principles for effective multimedia learning from Ruth Colvin Clark's book. It covers topics like how people learn via different senses and channels. Key principles discussed include:
- The multimedia principle - people learn more from words and pictures than from words alone.
- The contiguity principle - text should be placed near the graphics it corresponds to for easier understanding.
- The modality principle - words should be in audio rather than graphic form for effective use of visual and auditory channels.
- The redundancy principle - identical words should not be presented as both onscreen text and audio narration.
1) Sales reps should understand their customers' business models in order to better identify how their products and services can add value.
2) A business model describes how a company makes money through its value proposition, market segments, sales channels, revenue streams, and key resources/activities.
3) By asking customers questions about these aspects of their business model using the "5W/H" framework, sales reps can gain a clear understanding of customers' needs and how to position solutions.
The document discusses the Business Model Canvas, a tool developed by Alexander Osterwalder to help categorize the key components of a business model. The Business Model Canvas consists of 9 categories: value propositions, customer segments, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. These categories represent the four main aspects of a business: customers, offer, infrastructure, and financial viability. The Business Model Canvas provides a simple and flexible way to visualize a business model, evaluate different strategic options, and communicate the model to others. It has helped many companies, like Apple, develop successful business strategies.
The document discusses the Business Model Canvas, a tool developed by Alexander Osterwalder to help categorize the key components of a business model. The Business Model Canvas consists of 9 categories: value propositions, customer segments, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. These categories represent the four main aspects of a business: customers, offer, infrastructure, and financial viability. The Business Model Canvas provides a simple and flexible way for businesses to visualize and iterate their strategy by mapping these key components.
My talk about customer discovery and understanding customer needs from the 2015 Lean Startup Conference in San Francisco, CA. Based on the book, Talking to Humans, by Giff Constable & Frank Rimalovski. More at http://talkingtohumans.com.
Creating value by design thinking or create businesses that customers lovePatrick Stähler
We need new boxes to think in. We have to learn to unlearn and learn new boxes to think in. Not products should be in your focus but the job-to-be-done you solve for your customers. Besides new boxes we need a design like process where we plan our learning and experimentation process and not the result. Learn and execute faster with new boxes to think in and a business design process to fill the boxes. Presentation at the Leadership Revolution Conference by AI Group, 1. Sept. 2015, Melbourne
Lean Startup Basics - Evidence Based EntrepreneurshipKelly Schwedland
Introduction and overview to the lean process for startups. An evidence based approach to validate early hypothesis and develop a solid Business Model before launch. Involving Customer Development, Hypothesis testing, Minimum Viable Product, (MVP) to get to Product/ Market fit and ultimately A replicable scalable business model. This simple but disciplined approach takes the guess work out of taking an idea and turning it into a viable company.
Based on Eric Reis, Steve Blank and Alex Osterwald's work with Lean Startup, Lean launchpad, customer development and Business Model Canvas. Now in practice by multiple Incubators, Accelerators, Universities and now the National Science Foundation through ICorp to validate business ideas with before investing.
The document discusses the importance of business planning and outlines various components that should be included in a business plan. Key points include that a business plan describes the business, its objectives, strategies, market, and financial forecasts. It explains that business planning helps identify potential issues, structure finances, focus development efforts, and measure success. The document also provides details on common sections in a business plan like executive summary, products/services, marketing, operations, management, and financial plan.
Aimspire Business Model for Sustainable GrowthAimspireWorld
For Startup, Business Model vs Technology? While idea and technology might get one to START something UP, Business Model is a road map to get one to the desired destination.
The document discusses the key elements of a business model canvas, which is a tool for visually mapping out the components of a business model. It outlines the 9 building blocks of a business model canvas: 1) Customer Segments, 2) Value Propositions, 3) Channels, 4) Customer Relationships, 5) Revenue Streams, 6) Key Resources, 7) Key Activities, 8) Key Partnerships, and 9) Cost Structure. For each block, it provides questions to consider and examples of different types within each category. The document then discusses how social enterprises can incorporate social impacts and purposes into their business model design using a similar canvas approach. It provides examples of generic social impact models and metrics to measure social bottom
This document provides information about business models for startups. It includes:
- Judging criteria for startup competitions, including business model, execution, and customer validation.
- Components of a business model canvas including value propositions, customer segments, distribution channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure.
- Types of common business models such as auction, bricks-and-clicks, freemium, and subscription models.
- Questions for entrepreneurs to consider about their business model, including how to acquire customers, manage customer relationships, determine revenue streams and pricing, key assets, partners, activities, and financial projections.
Busines model canvas - what is it and how can I use itAdrian M Odgers
This deck provides you with everything you need to know about the Business Model Canvas. It also provides instructions on how to create your own Business Model Canvas well as run a workshop to create one including use tips and tricks.
Have an idea for a startup but not sure where to begin? This presentation will provide guidance about how to turn that idea into a viable business. Learn a step-by-step methodology that will help you get beyond the idea phase and on the path to a successful startup venture.
The document discusses the importance of developing a strong business model. It notes that having the best product, being first to market, or being well-funded are not guarantees of success on their own. An effective business model describes how a company will generate revenue and profits by delivering value to customers. It should define the customer segments, value propositions, revenue streams, and other key elements. Developing a business model is essential for any startup to explain how it plans to be profitable and survive long-term. The document provides several examples and frameworks for crafting a business model, emphasizing that the model needs to be simple to be effective.
Lean Startup Analytics and MVP – Lecture and Workshop at Zeppelin UniversitySebastian Fittko
The document summarizes key concepts around startups, minimum viable products (MVP), and achieving product/market fit. It includes workshops on developing hypotheses for a startup idea and creating an MVP. Customers should be interviewed to validate problems and solutions, and qualitative feedback is more important than numbers in understanding customer needs. Various types of MVPs are presented such as landing pages, videos, and single feature products. The goal of an MVP is to validate assumptions quickly before building full features. Achieving product/market fit is the big leap for a startup, and actionable, rather than vanity, metrics should be used to guide decisions.
This document provides an overview of business modeling concepts and steps to develop a business model, including identifying customer needs and value propositions, mapping value creation and pain relief, prototyping, hypothesis testing, determining customer segments and channels, developing revenue models, and identifying key partners, activities, resources, and cost structures. The goal of business modeling is to develop, describe, analyze, and test a company's approach to meeting customer needs and creating value for customers and the business.
Webinaire Business Model Innovation par OnopiaOnopia
This document provides an overview of a webinar on business model innovation. It discusses different types of business model innovation including innovation driven by resources, offerings, customers, and finances. It introduces the Business Model Canvas as a tool to describe business models using nine building blocks. Examples are provided of companies that innovated their business models including 23andMe, TEVA Pharmaceuticals, Xerox, and Amazon Web Services. The webinar aims to provide techniques for creating successful business models by having a common language and testing and taking risks.
Onopia - Business Model Innovation et Business Model CanvasOnopia
Onopia - Slides du Webinaire Business Model Innovation
Présentation du Business Model Canvas d'Alexander Osterwalder, agrémenté de nombreux exemples de Business Models Innovants.
Onopia est un spécialiste de l'innovation de Business Model, de la création de nouveaux services et produits, du design thinking, de la créativité. Onopia accompagne de nombreuses entreprises de tous les secteurs, dans la redefinition de leurs offres et business models.
The document discusses business model innovation and the maker culture. It focuses on sustainability in economic, environmental, and social dimensions. The speaker presents the Business Model Canvas tool, which is used to analyze a company's key partners, activities, resources, customer segments, relationships, channels, revenue streams, and costs. The canvas helps identify what value is created for customers and how the business can be financially viable through its revenue model and cost structure.
Similar to Lachapelle building a business model-ottawa nov (20)
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1. So, what is a business model,
and how do I build one?
Presentation to BA World - Ottawa
November 2010
Michael Lachapelle
2. 3
Objectives
core characteristics of a
business model
9 essential questions to ask
yourself about a business model
2 approaches to building a
business model
11. How you make
money
(Intervista Training)
The theory
of your
business
(Peter Drucker)
Stories to
explain how the
enterprise works
(John Magretta)
The profit
formula
How your
processes
work
What do you mean when you say “Business Model”
Some see it at a high-level Some see it at a low-level
Some as a combined elements
Strategy and
organization
Technology
enabling
transactions
12. If not those things, then what is a “Business Model”
It is a way to look at the key elements of
how a business:
creates value
delivers value to its customers/clients
captures return value
in a systematic way.
15. The ask:
$500,000 for 20% equity
Company valued at $2.5M
The pitch:
6 months to market
first year sales - 350
only adjustable type of chair
no competitor
lighter, more agile
almost half the cost
The Dragon’s Den and the wheelchair
39. Finding a repeatable pattern to tell the story & analyse the business model
Alexander
Osterwalder
Mark
Johnson
40. www.businessmodelgeneration.com
The Business Model Canvas
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How much does each Revenue Stream contribute to
overall revenues?
Through which Channels do
our Customer Segments
want to be reached?
How are our Channels
integrated?
Which ones work best?
Which ones are most cost-
efficient?
How are we integrating them
with customer routines?
What type of relationship
does each Customer
Segments expect us to
establish and maintain?
Which ones have we
established?
How are they integrated
with the rest of our
business model?
How costly are they?
For whom are we
creating value?
Who are our most
important
customers?
How do we
differentiate our
Customer Segments
What value do we
deliver to the
customer?
Which one of our
customer’s problems
are we helping to
solve?
Which customer needs
are we satisfying?
What Key Activities do our
Value Propositions
require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key
Partners?
Who are our key
suppliers?
Which Key Resources
are we acquiring
from partners?
Which Key Activities do
partners perform?
What Key Resources do
our Value Propositions
require?
Our Distribution
Channels? Customer
Relationships?
Revenue Streams?
What are the most important costs inherent in our
business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Alexander Osterwalder
41. www.businessmodelgeneration.com
The Business Model Canvas
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How much does each Revenue Stream contribute to
overall revenues?
Through which Channels do
our Customer Segments
want to be reached?
How are our Channels
integrated?
Which ones work best?
Which ones are most cost-
efficient?
How are we integrating them
with customer routines?
What type of relationship
does each Customer
Segments expect us to
establish and maintain?
Which ones have we
established?
How are they integrated
with the rest of our
business model?
How costly are they?
For whom are we
creating value?
Who are our most
important
customers?
How do we
differentiate our
Customer Segments
What value do we
deliver to the
customer?
Which one of our
customer’s problems
are we helping to
solve?
Which customer needs
are we satisfying?
What Key Activities do our
Value Propositions
require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key
Partners?
Who are our key
suppliers?
Which Key Resources
are we acquiring
from partners?
Which Key Activities do
partners perform?
What Key Resources do
our Value Propositions
require?
Our Distribution
Channels? Customer
Relationships?
Revenue Streams?
What are the most important costs inherent in our
business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Alexander Osterwalder
Q1Q2
Q3
Q4
Q5
Q6
Q7
Q8
Q9
42. Customer-value Proposition
Profit Formula
Key Resources Key Processes
www.seizingthewhitespace.com
The Four-Box Business Model Framework
Mark W. Johnson
• Job-to-be-done by customer
• Offering to satisfy need
• Customer satisfaction
• Revenue model (price X
quantity)
• Cost structure - direct, indirect,
overhead, economies of scale
• Target unit margin - achieving
desired profit levels
• Resource velocity - throughput,
inventory turnover, asset
utilization
• People
• Technology
• Equipment
• Channels
• Partnerships
• Brand
• Processes
• Business Rules
• Success metrics
• Behavioural
norms
43. Customer-value Proposition
Profit Formula
Key Resources Key Processes
www.seizingthewhitespace.com
The Four-Box Business Model Framework
Mark W. Johnson
• Job-to-be-done by customer
• Offering to satisfy need
• Customer satisfaction
• Revenue model (price X
quantity)
• Cost structure - direct, indirect,
overhead, economies of scale
• Target unit margin - achieving
desired profit levels
• Resource velocity - throughput,
inventory turnover, asset
utilization
• People
• Technology
• Equipment
• Channels
• Partnerships
• Brand
• Processes
• Business Rules
• Success metrics
• Behavioural
norms
Q1 Q2
Q3
Q4Q5
Q6 Q7
Q8
Q9
44. The Business
Model Canvas
The 4-box
Framework
Individual
components
Composite
component
s
Simple Detailed
Adaptable Focussed
Open Guided
Q - how are these approaches different
45. 3
Objectives
A business model describes and contains the
core elements of how a business creates,
delivers and captures value
9 essential questions:
2 approaches:
Business model canvas
4-box framework
What is our customer’s job-to-be-done
What need of theirs are we satisfying
How will we interact with them
How and how much will they pay
What are the key things to be done
What are the key resources we need
Who will help
How do we help our customers
48. If you wish to use material from this
presentation please observe the
rules of creative commons licensing.
Content and development support provided by:
Dr. Alexander Osterwalder, PhD
Web site: www.businessmodelalchemist.com/
Content and development support provided by:
Dr. Alexander Osterwalder, PhD
Web site: www.businessmodelalchemist.com/
For further information, discussion you can contact me at:
(w) mike.lachapelle@tbs-sct.gc.ca
(h) michaell@magma.ca
For further information, discussion you can contact me at:
(w) mike.lachapelle@tbs-sct.gc.ca
(h) michaell@magma.ca
For more information on the business model canvas - and a pdf download of 70
pages of the book go to:
Business Model Generation book: www.businessmodelgeneration.com
For more information on the business model canvas - and a pdf download of 70
pages of the book go to:
Business Model Generation book: www.businessmodelgeneration.com
For more information on the the 4-box business model framework go to:
Seizing the White Space | Business Model Innovation for Growth and Renewal:
http://www.seizingthewhitespace.com/
For more information on the the 4-box business model framework go to:
Seizing the White Space | Business Model Innovation for Growth and Renewal:
http://www.seizingthewhitespace.com/