Business Model Canvas & Design Thinking. Fred Voorhorst

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1 Business Model Canvas & Design Thinking Fred Voorhorst

DESIGN THINKING Design thinking is a formal method for practical, creative resolution of problems and creation of solutions, with the intent of an improved future result.

2 DESIGN THINKING Design thinking is a formal method for practical, creative resolution of problems and creation of solutions, with the intent of an improved future result. It is a form of solution-based, or solution-focused thinking starting with a goal (a better future situation) instead of solving a specific problem. Design thinking is especially useful when addressing wicked problems. WICKED PROBLEMS A Wicked problem is a problem that is difficult or impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognize.

3 Do: Immerse Observe Engage Create User stories User journeys Personas

4 Do: Organize & group data Formulate insights Analyze and synthesize Create Problem statement Human-centred Broad enough (creative) Narrow enough (Achievable) Why/how ladders Empathy maps

5 Do: Create loads of ideas Get ideas out of your head Transform insights into solutions Create Storyboards Prototypes (digital, experience) Waste

6 Do: Low-Fidelity Prototyping High-Fidelity Prototyping Challenge everything again Create (testable) Prototypes

7 Do: Immerse Observe Engage Create User stories User journeys Personas

8 PROBLEM: how to build a bridge WICKED PROBLEM: where to build what bridge

The Value Proposition Canvas (VPC); A template that helps your to understand your customers needs, and understand the foundation based on which to design products and services they want.

Value Proposition Design: How to Create Products and Services Customers Want - Book by Alexander Osterwalder, Yves Pigneur, Gregory Bernada, Alan Smith & Trish Papadakos The Business Model Canvas is

9 The Value Proposition Canvas (VPC); A template that helps your to understand your customers needs, and understand the foundation based on which to design products and services they want. It works in conjunction with the Business Model Canvas. Value Proposition Design: How to Create Products and Services Customers Want - Book by Alexander Osterwalder, Yves Pigneur, Gregory Bernada, Alan Smith & Trish Papadakos The Business Model Canvas is a strategic management and lean startup template for developing new or documenting existing business models. It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances. It helps firms in aligning their activities by visualizing/illustrating potential trade-offs. Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers - Book by Alexander Osterwalder & Yves Pigneur

11 CUSTOMER SEGMENTS: The people or organizations an company or enterprise aims to serve.

12 CUSTOMER SEGMENTS: The people or organizations an company or enterprise aims to serve. VALUE PROPOSITION: The bundle of products/services that create value for the specific customer segment. 12

13 CUSTOMER SEGMENTS: The people or organizations an company or enterprise aims to serve. VALUE PROPOSITION: The bundle of products/services that create value for the specific customer segment. 22

14 CUSTOMER SEGMENTS: The people or organizations an company or enterprise aims to serve. CHANNELS: How a company communicates with/ reaches its customer segments. VALUE PROPOSITION: The bundle of products/services that create value for the specific customer segment.

15 CUSTOMER RELATIONSHIPS: The types of relationships a customer establishes with the specific customer segment. CUSTOMER SEGMENTS: The people or organizations an company or enterprise aims to serve. CHANNELS: How a company communicates with/ reaches its customer segments. VALUE PROPOSITION: The bundle of products/services that create value for the specific customer segment. 24

16 KEY ACTIVITIES: These are the most important things a company must do to make the business mode work. CUSTOMER RELATIONSHIPS: The types of relationships a customer establishes with the specific customer segment. CUSTOMER SEGMENTS: The people or organizations an company or enterprise aims to serve. CHANNELS: How a company communicates with/ reaches its customer segments. VALUE PROPOSITION: The bundle of products/services that create value for the specific customer segment. 25

CUSTOMER SEGMENTS: The people or organizations an company or enterprise aims to serve.

17 KEY ACTIVITIES: These are the most important things a company must do to make the business mode work. CUSTOMER RELATIONSHIPS: The types of relationships a customer establishes with the specific customer segment. CUSTOMER SEGMENTS: The people or organizations an company or enterprise aims to serve. KEY RESOURCES: This describes the most important assets required to make the business model work. CHANNELS: How a company communicates with/ reaches its customer segments. VALUE PROPOSITION: The bundle of products/services that create value for the specific customer segment. 26

18 KEY PARTNERSHIPS: These are the network of suppliers and partners that makes the business model work KEY ACTIVITIES: These are the most important things a company must do to make the business mode work. CUSTOMER RELATIONSHIPS: The types of relationships a customer establishes with the specific customer segment. CUSTOMER SEGMENTS: The people or organizations an company or enterprise aims to serve. KEY RESOURCES: This describes the most important assets required to make the business model work. CHANNELS: How a company communicates with/ reaches its customer segments. VALUE PROPOSITION: The bundle of products/services that create value for the specific customer segment. 27

KEY PARTNERSHIPS: These are the network of suppliers and partners that makes the business model work KEY ACTIVITIES: These are the most important things a company must do to make the business mode

19 KEY PARTNERSHIPS: These are the network of suppliers and partners that makes the business model work KEY ACTIVITIES: These are the most important things a company must do to make the business mode work. CUSTOMER RELATIONSHIPS: The types of relationships a customer establishes with the specific customer segment. CUSTOMER SEGMENTS: The people or organizations an company or enterprise aims to serve. KEY RESOURCES: This describes the most important assets required to make the business model work. CHANNELS: How a company communicates with/ reaches its customer segments. COST STRUCTURE: This describes all the costs incurred to operate the business model. VALUE PROPOSITION: The bundle of products/services that create value for the specific customer segment. 28

20 KEY PARTNERSHIPS: These are the network of suppliers and partners that makes the business model work KEY ACTIVITIES: These are the most important things a company must do to make the business mode work. CUSTOMER RELATIONSHIPS: The types of relationships a customer establishes with the specific customer segment. CUSTOMER SEGMENTS: The people or organizations an company or enterprise aims to serve. KEY RESOURCES: This describes the most important assets required to make the business model work. CHANNELS: How a company communicates with/ reaches its customer segments. COST STRUCTURE: This describes all the costs incurred to operate the business model. VALUE PROPOSITION: The bundle of products/services that create value for the specific customer segment. REVENUE STREAM: The cash a company generates from each customer segment.

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28 You can create not just one, but many canvas variations, each of them representing a what if situation. Different Business Models can be considered a prototype. Evaluating these Business Model variations with stakeholders involved is like testing.

29 WM-NEWSREADER APP Disclaimer For illustration purposes only. This is part of a project proposal from Adviscent AG, that until now has not yet materialized.

30 Creating content Self service Interesting content WM clients Analysts iphone App Operating costs Mandates

31 Content creators Creating content Daily Self service Interesting content WM clients Prospects Analysts iphone App Operating costs Content Mandates

32 Content creators Daily Self service Selecting 3 rd party producers Interesting content WM clients Prospects iphone App Operating costs Content Mandates

33 Content creators Daily Self service Selecting 3 rd party producers Interesting content WM clients Prospects? iphone App Operating costs Mandates Advertisements

Business Model Canvas & Design Thinking Design thinking is a formal method for practical, creative resolution of problems and creation of solutions, with the intent of an improved future result.

34 Business Model Canvas & Design Thinking Design thinking is a formal method for practical, creative resolution of problems and creation of solutions, with the intent of an improved future result. It is a form of solution-based, or solution-focused thinking starting with a goal (a better future situation) instead of solving a specific problem. Design thinking is especially useful when addressing wicked problems. The Business Model Canvas is a strategic management and lean startup template for developing new or documenting existing business models. It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances. It helps firms in aligning their activities by visualizing/illustrating potential trade-offs. Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers - Book by Alexander Osterwalder and Yves Pigneur

written by co-created by designed by Alexander Osterwalder & Yves Pigneur An amazing crowd of 470 practitioners from 45 countries

written by co-created by designed by Alexander Osterwalder & Yves Pigneur An amazing crowd of 470 practitioners from 45 countries You re holding a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow s enterprises. It s a book for the written by Alexander Osterwalder