BUSINESS MODEL CANVAS
What will your business do?
What will your business not do?
“A story that explains how your enterprise works”
BUSINESS MODEL AS A FRAMEWORK
VALUE PROPOSITION
Value Proposition: the total positive you generate for the customer / user less the total costs incurred by that customer / user
WHO DO YOU HELP?
EVERY SALE HAS FIVE BASIC OBSTACLES: NO NEED, NO MONEY, NO HURRY, NO DESIRE, NO TRUST.
Zig Ziglar Salesman and Author
CUSTOMER SIDE
▸ Customer / user segments: the value proposition should target a specific group of customers / users (mass, niche, segmented, diversified, multi-sided / platform)
▸ Channels: you can use different channels to provide your product or service.
▸ Customer relationship: to retain loyalty or promote your product, you should build a rapport with your customers (personal, self-service, automated, communities, co-creation).
HOW DO YOU INTERACT?
CUSTOMER RELATIONSHIPS
HOW DO YOU REACH THEM?
BAMFORD WATCH DEPARTMENT
A FRAMEWORK
INFRASTRUCTURE SIDE
▸ Key activities: the most important activities in executing your value proposition.
▸ Key resources: the resources necessary to create value for your customers.
▸ Partner Network: to optimize operations and reduce risks or leverage assets, companies should cultivate buyer-seller relationships
KEY ACTIVITIES
WHO DO YOU NEED?
IN THE END, ALL BUSINESS OPERATIONS CAN BE REDUCED TO THREE WORDS: PEOPLE, PRODUCT AND PROFITS. AND THE MOST IMPORTANT IS PEOPLE BECAUSE UNLESS YOU’VE GOT A GOOD TEAM, YOU CAN’T DO MUCH WITH THE OTHER TWO.
Lee Iacocca Engineer & Automotive Businessman
WHO WILL HELP YOU?
KEY PARTNERS - STAKEHOLDER LEADERSHIP
▸ Managing relations with stakeholders means working for the de-minimis requirements e.g. obtaining an environmental permit
▸ Leading relations with stakeholders implies taking an ‘authentic’ interest in the cause of the stakeholder e.g. committing to 100% renewable energy source
WHAT WILL IT COST?
COST STRUCTURE
▸ Revenue streams: money coming in
▸ Types: Asset sale, Usage fee, Subscription, Lending/Renting, Licensing, Brokerage fee, Advertising
HTTPS://HBR.ORG/2013/05/A-BETTER-WAY-TO-THINK-ABOUT-YO
SETTING THE RULES
Change the game?
Rewrite the rules?
Cause an “Innovator’s Dilemma”:
“The story of a successful past that blinds you for the future”
PERFECT STARTUP STORM
Disruptive
Technology
Disruptive Business Model
New Market Opportunity
Target Segment
BEE CAR
BUSINESS MODEL CANVAS : HAND-IN
▸ Business Model Canvas (one page)
▸ Describe what makes your business model disruptive (max one A4 page)
▸ One PDF per Team