21. Product Risk
First make sure you have a problem worth solving
Define the smallest possible solution (MVP)
Demonstrate Unique Value Proposition
Build MVP at small scale then verify at large scale
22. Customer Risk
Identify who has the pain
Then narrow down to early adopters who really want
your product
It’s okay to start with outbound channels
But gradually build/develop scalable inbound channels
23. Market Risk
Identify competition through existing alternative and
pick a price for your solution
Test pricing first by measuring what customers say
Then by what they do
Optimize your cost structure to make the biz model
work
43. selling stuff
on the Web
IT infra
customer
relationships
mass
customer
data services
Amazon.com
data grid
partners
selling stuff
Amazon S3
Amazon.com
Internet API
Web2.0
companies
warehousing
& distribution
distribution
content
management
product
selection
A9 product
search
data storage
fees
product
search
search engine
revenues
e-commerce
sites
Internet
marketing
49. Skype
free VoIP & value
added services
software
development
website
global
(non segmented)
deliver voice &
video quality
“eBay”
large scale
low margin
internet
software
development
free voice-over-IP VoIP telephony &
value-added services
52. 52
images by JAM
customer
segments
key partners
cost structure revenue
streams
channels
customer
relationships
key activities
key
resources
value proposition
Source: <Sxsw New Rules for the New Bubble >, Steve Blank
53. CUSTOMER SEGMENTS
which customers and users are you serving?
which jobs do they really want to get done?
Source: <Sxsw New Rules for the New Bubble >, Steve Blank
55. VALUE PROPOSITIONS
what are you offering them? what is that
getting done for them? do they care?
Source: <Sxsw New Rules for the New Bubble >, Steve Blank
59. CHANNELS
how does each customer segment want to be reached? through
which interaction points?
Source: <Sxsw New Rules for the New Bubble >, Steve Blank
60. Channels
Channel type
• Own 自己所有的通路
• Sales force
• Web sales
• Own stores
• Partner 所有的通路
• Partner stores
• Wholesaler
Channel phase
• Awareness. How do we raise
awareness about our company’s
products and services?
• Evaluation How do we help
customers evaluate our
organization’s Value Proposition?
• Purchase How do we allow
customers to purchase specific
products and services?
• Delivery How do we deliver a Value
Proposition to customers?
• After sales How do we provide post-
purchase support?
61. CUSTOMER RELATIONSHIPS
what relationships are you establishing with each segment? personal?
automated? acquisitive? retentive?
Source: <Sxsw New Rules for the New Bubble >, Steve Blank
63. REVENUE STREAMS
what are customers really willing to pay for? how?
are you generating transactional or recurring revenues?
Source: <Sxsw New Rules for the New Bubble >, Steve Blank
68. 68
KEY ACTIVITIES
which activities do you need to perform well in your business
model? what is crucial?
Source: <Sxsw New Rules for the New Bubble >, Steve Blank
70. KEY PARTNERS
which partners and suppliers leverage your model?
who do you need to rely on?
Source: <Sxsw New Rules for the New Bubble >, Steve Blank
72. COST STRUCTURE
what is the resulting cost structure?
which key elements drive your costs?
Source: <Sxsw New Rules for the New Bubble >, Steve Blank
73. Cost Structures
Cost-driven 降低成本,cost down策略
Value-driven 差異化
Cost Structures can have the following characteristics:
• 1.Fixed costs 固定成本
• 2.Variable costs 變動成本
• 3.Economies of scale
• 4.Economies of scope
74. 74
images by JAM
customer
segments
key partners
cost structure revenue
streams
channels
customer
relationships
key activities
key
resources
value proposition
Source: <Sxsw New Rules for the New Bubble >, Steve Blank