BUSINESS MODEL GENERATION

Transcription

1 BUSINESS MODEL GENERATION Design, describe, challenge or pivot your business model - in the next 4 hours B RITTANY ARTHUR

2 BUSINESS MODEL CANVAS

3 WHY SHOULD I USE IT? Focus on value proposition Assumptions become testable Layout encourages parallel thinking Overview stimulates unforeseen relationships Common language Easy to create, maintain and build upon Innovation through flexibility B RITTANY ARTHUR

4 KEEP IN MIND Your business strategic purpose Your industry competition Mixing levels of abstraction (i.e. depth and detail) B RITTANY ARTHUR

5 CUSTOMER SEGMENT

6 CUSTOMER SEGMENT Who do you want to serve? - Get Specific: income, age, last purchase? Who do you NOT want to serve? Without customers, you don't exist What if I have more than 1 segment? B RITTANY ARTHUR

7 VALUE PROPOSITION

8 VALUE PROPOSITION Value proposition: problem solving Why should your customer care? Why you? Why not the other person? What are you really selling / your customer really buying? Ravi the tailor from Hong Kong The importance of understanding human triggers People like us do things like this Gangs don t have brochures B RITTANY ARTHUR

9 VALUE PROPOSITION New Innovation Service Design Brand Price Confidence Trust B RITTANY ARTHUR

10 CHANNELS

11 CHANNELS How to communicate with your customers? How do they WANT to hear from you? What channels work best with our existing systems? How decide which channel works best for you? Awareness > Evaluation > Purchase > Delivery > After Sales B RITTANY ARTHUR

12 CUSTOMER RELATIONSHIPS

13 CUSTOMER RELATIONSHIP What kind of relationship do you want? Or not want? Why does Amazon has no telephone number? Often change with time and available technology What are the costs vs. the investment in the relationship? What is our ideal relationship? Our least ideal? Examples: personal support, self service, co-creation etc. B RITTANY ARTHUR

14 REVENUE STREAMS

15 REVENUE STREAMS This is the income of your business model Fixed and Dynamic pricing Product, services, affiliate agreements, advertising, credit What are our customers will to pay? Are they already purchasing a similar product? How are they paying? Would they like to change? How can I test these assumptions? B RITTANY ARTHUR

16 KEY RESOURCES

17 KEY RESOURCES What do you require to: keep your promises (VP)? Enter the market? Serve your customers? Communicate with your customers? Physical, Intellectual, Human, Financial? B RITTANY ARTHUR

18 KEY ACTIVITIES

19 KEY ACTIVITIES What do we need to do (i.e. daily operations) to keep our promises? Categories: produce / problem solving /platform or networks? Which activities betters or prolongs our promise to our customers? Our channels? Our finances? B RITTANY ARTHUR

20 KEY PARTNERS

21 KEY PARTNERS Who can you collaborate with to better deliver on your promises? Direct and indirect. Who can help you achieve economies of scale? Who can help your reduce risk and increase security Strategic partners? Venture Capital is not only about money Strategic alliances to reduce competition HERE and German Automotive Industry B RITTANY ARTHUR

22 KEY PARTNERS Collaborate to better deliver on your promises? Direct and indirect: Amazon and DHL Who can help you achieve economies of scale? Who can help your reduce risk and increase security Strategic partners? Venture Capital is not only about money Strategic alliances to reduce competition HERE and German Automotive Industry B RITTANY ARTHUR

23 COST STRUCTURE

24 COST STRUCTURE Which resources or activities are the most expensive? Variable costs? Fixed costs? Cost driven or value driven? (Mass vs. Boutique) Which parts of the business can you innovate to optimise? B RITTANY ARTHUR

25 BUSINESS MODEL CANVAS

26 GET OUT OF THE BUILDING

27 QUESTIONS?

28 BRITTANY