Business Model Canvas 2015
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Quick Intro about importance of Business Models and Business Model Innovation and then deeper into Business Model Canvas, Presented at sup46.se for 130 www.sses.se students in Stockholm
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Business Model Canvas 2015
- 1. Serdar Temiz temiz@kth.se Business Model Innovation, 7.5 credits - 2015 Serdar Temiz & Terrence Brown 2015 2015-11-10 Business Models Business Model Canvas Terrence Brown terrence@kth.se
- 2. Serdar Temiz Social Entrepreneur Serdar Temiz & Terrence Brown 2015 Terrence Brown terrence@kth.se2015-11-10 PhD Candidate Lecturer Entrepreneurship, Technology Entrepreneuship Open and User Innovation, NGO Previous life: IT support,Telecom software Engineer, .NET, Java developer, Project Manager, Business Developer B.S, M.Sc, MBA & MA, www.sciencebacker.com www.okfn.se / www.okfn.org
- 3. A business Model is.. The business model is a strategic plan to be implemented through organizational structures, processes, and systems in order to need customer needs. (one of many definitions) Serdar Temiz & Terrence Brown 2015 2015-11-10
- 4. ... can be, even more important than tech innovation! Serdar Temiz & Terrence Brown 2015 2015-11-10 RIGHT BUSINESS MODEL
- 5. Finding and executing the right business model can be the only/ main reason of the success Serdar Temiz & Terrence Brown 2015 2015-11-10 BUSINESS MODEL INNOVATION
- 6. What is this? Serdar Temiz & Terrence Brown 2015 2015-11-10
- 7. Serdar Temiz & Terrence Brown 2015 2015-11-10 What is this? Xerox Model 914 Xerography ?
- 8. Serdar Temiz & Terrence Brown 2015 2015-11-10
- 9. Serdar Temiz & Terrence Brown 2015 2015-11-10
- 10. Serdar Temiz & Terrence Brown 2015 2015-11-10
- 11. How Business Models Emerge (1 of 3) – The value chain is the string of activities that moves a product from the raw material stage, through manufacturing and distribution, and ultimately to the end user. Primary activities are directly concerned with the creation or delivery of a product or service. Support activities help to improve the effectiveness or efficiency of primary activities Raw Material Value Chain Primary & Secondary Activities + Margin Product / Service Serdar Temiz & Terrence Brown 2015 2015-11-10
- 12. The Value Chain (again) "Competitive Advantage: Creating and Sustaining superior Performance" (1985). Serdar Temiz & Terrence Brown 2015 2015-11-10 How Business Models Emerge (2 of 3)
- 13. The Value Chain (continued) Entrepreneurs look at the value chain of a product or a service to pinpoint where the value chain can be made more effective or to spot where additional “value” can be added. Serdar Temiz & Terrence Brown 2015 2015-11-10 How Business Models Emerge (3 of 3)
- 14. Value Proposition Revenue Model Production Model Delivery Model Serdar Temiz & Terrence Brown 2015 2015-11-10 SIMPLE BUSINESS MODEL
- 15. ValueProposition 10 RevenueModel 10 ProductionModel 10 DeliveryModel 10 HOW MANY OPTIONS DO WE HAVE? Serdar Temiz & Terrence Brown 2015 2015-11-10 SIMPLE BUSINESS MODEL
- 16. There are different type of Business Model Maps. Serdar Temiz & Terrence Brown 2015 2015-11-10
- 17. Product/Service Ecosytem Customer EcoSystem Finance Value Serdar Temiz & Terrence Brown 2015 2015-11-10 Basic Business Model Map
- 18. Serdar Temiz & Terrence Brown 2015 2015-11-10
- 19. Mark Johnson The Four-Box Business Model Serdar Temiz & Terrence Brown 2015 2015-11-10 Customer value proposition Key resources Key Process Profit formula
- 20. • A Value Proposition is an overall view of a company's bundle of products and services that are of value to the customer. • Customer Segments: segment(s) of customers a company wants to offer value to. • A Channel is a means of getting in touch with the customer. • The Relationship describes the kind of link a company establishes between itself and the customer. • The Key Activities describes the arrangement of activities and resources that are necessary to create value for the customer. Key Key Resources that can be deployed by the firm to create value including those that form the basis for a competitive advantage • Key Partnership is cooperative agreement between two or more companies in order to create value for the customer • The Cost Structure is the representation in money of all the means employed in the business model. • The Revenue Streams describes the way a company makes money through a variety of revenue flows. 2015-11-10 Serdar Temiz & Terrence Brown 2015
- 21. Serdar Temiz & Terrence Brown 2015 By Alexander Osterwalder & Yves Pigneur 2015-11-10
- 22. 2015-11-10 Serdar Temiz & Terrence Brown 2015 https://www.youtube.com/watch?v=QoAOzMTLP5s
- 23. 1. Customer Segments 2. Value proposition 3. Channels 4. Customer Relationships 5. Revenue Streams 6. Key Resource 7. Key Activities 8. Key Partnerships 9. Cost Structure Serdar Temiz & Terrence Brown 2015 2015-11-10 The 9 Building Blocs of Business Model Canvas
- 24. • For whom are we creating value? • Who are our most important customers? • Customer Segments – Mass Market – Niche market – Segmented - related customer segments: frequent flier program, bank customers with big assets – Diversified: Unrelated customer segments: Amazon – Multi sided: free newspaper-readers and advertisers Serdar Temiz & Terrence Brown 2015 2015-11-10 1. Customer Segment
- 25. • Why? • Who is your customer? Grave, School, hospital, apotek, free newspaper • Can everyone be your customer? • "people who want to buy a flat," • "anyone needs job" • “Everyone who goes to university” Serdar Temiz & Terrence Brown 2015 2015-11-10 Find a Customer - I
- 26. Serdar Temiz & Terrence Brown 2015 2015-11-10 • Find a customer for solving a pain • Use the Customer Profile • Describe who is making purchasing decision? IT ? Operations Group? Management? • Make sure they are happy • Market is important but -do not only think market • Billion dollar market does not start in few minutes Find a Customer - II
- 27. IDENTIFIABLE – what distinguishes them? MEASURABLE – how many belong to your target segment? REACHABLE – how to reach, communicate with each segment WILLING – do they want it? ABLE – they want but can they afford it? Serdar Temiz & Terrence Brown 2015 2015-11-10 Q’s for Customer
- 28. • Population size • Population character • Disposable income levels • Educational background • Primary languages • Infrastructure • Regulations • Political affiliation • And so on… Serdar Temiz & Terrence Brown 2015 2015-11-10 Q’s for Customer – Macro Level
- 29. • Customer is important but you can not give all they want • Learn to stay No, • Learn to focus • Learn to ”change and adopt” • They may not know what they want: buying process is mysterious Serdar Temiz & Terrence Brown 2015 2015-11-10 Keep in Mind Paradox
- 30. • A bundle that meets that meets a customer's needs or solve his/her problem. • Benefits can be tangible and intangible • Reason why customers pick one business or another. • Can be – innovative, new disruptive offer. – similar to existing offers but just added feature or attribute in some sort of way. Serdar Temiz & Terrence Brown 2015 2015-11-10 2. Value Proposition
- 31. Some Elements that may add to value: • Newness • Customization • Getting job done • Support • Price • Design • Status/ Brand • Accessibility • Risk deduction • Usability Serdar Temiz & Terrence Brown 2015 2015-11-10
- 32. • What pain do we solve for customer? • What do we deliver for customer? • What value do we develop for customer • Which need of customer do we satisfy? Serdar Temiz & Terrence Brown 2015 2015-11-10 2. Value Proposition – Q’s to Answer
- 33. •Awareness of products and services, Evaluation of value proposition, Purchase, Delivery, After sales •Direct: Brick and mortal stores, websales, sales force •Indirect: wholesales partner stores, Value Proposition Customer Segment Serdar Temiz & Terrence Brown 2015 2015-11-10 3. Channels-I
- 34. • Through which Channels do our Customer Segments want to be reached? • How are we reaching them now? • How are our Channels integrated? • Which ones work best? • Which ones are most cost-efficient? Serdar Temiz & Terrence Brown 2015 2015-11-10 3. Channels – Q’s
- 35. Serdar Temiz & Terrence Brown 2015 2015-11-10 4. Customer Relations • Customer acquisition • Customer retention • Boosting sales (upselling) Value Proposition Customer Segment
- 36. Example Customer Services Can you give some example companies? • (Dedicated)Personal assistance • Self Service • Community • Co-creation • Automated Serdar Temiz & Terrence Brown 2015 2015-11-10
- 37. • What type of relationship does each of our Customer Segments expect us to establish and maintain with them? • Which ones have we established? • How costly are they? • How are they integrated with the rest of our business model? Serdar Temiz & Terrence Brown 2015 2015-11-10 4. Customer Relationships
- 38. • For what value are our customers really willing to pay? • One time/ recurring? • For what do they currently pay? • How are they currently paying? • How would they prefer to pay? • How much does each Revenue Stream contribute to overall revenues? Serdar Temiz & Terrence Brown 2015 2015-11-10 5. Revenue Streams
- 39. Value Proposition Customer Segment • Asset sale • Usage fee: use more, pay more • Subscription: monthly, yearly • Leasing/Lending/Renting • Licensing: patents, license fee • Brokerage fees • Advertising Fixed pricing Dynamic pricing Serdar Temiz & Terrence Brown 2015 2015-11-10 Channels 5. Revenue Streams
- 40. Fixed pricing Dynamic pricing • List price • Product feature dependent • Customer segment dependent • Volume dependent • Yield management : hotels, airlines • Real-time-market :supply and demand • Auctions Price • Negotiation Serdar Temiz & Terrence Brown 2015 2015-11-10
- 41. Value Proposition Physical Financial Intellectual Human Key resources can be owned or leased by the company or acquired from key partners. Serdar Temiz & Terrence Brown 2015 2015-11-10 6. Key Resources
- 42. • What Key Resources do our Value Propositions require? • Our Distribution Channels? • Customer Relationships? • Revenue Streams? • What physical resources, intellectual, human, financial resources do we have? Serdar Temiz & Terrence Brown 2015 2015-11-10 6. Key Resources
- 43. • What Key Activities do our Value Propositions require? • Our Distribution Channels? • Customer Relationships? • Revenue streams? • Production- Microsoft • Network/Platform: Facebook, ebay, Visa Serdar Temiz & Terrence Brown 2015 2015-11-10 7. Key Activities
- 44. Why Partnership? – reduce cost, – Reduction of risk and uncertainty: Web standards – Acquisition of particular resources and activities: Nokia Windows, HTC phones • Strategic alliances between non-competitors • Coopetition: strategic partnerships between competitors • Joint ventures to develop new businesses • Buyer-supplier relationships to assure reliable supplies Serdar Temiz & Terrence Brown 2015 2015-11-10 8. Key Partnerships
- 45. • Who are our Key Partners? • Who are our Key suppliers? • Which Key Resources are we acquiring from partners? • Which Key Activities do partners perform? Serdar Temiz & Terrence Brown 2015 2015-11-10 8. Key Partnerships - II
- 46. Business model Cost Structures: cost-driven Minimizing costs wherever possible value-driven Premium Value Propositions and a high degree of personalized service Serdar Temiz & Terrence Brown 2015 2015-11-10 9. Cost Structure - I
- 47. Cost Structure Characteristics: • Minimizing costs wherever possibleFixed costs • Premium Value Propositions and a high degree of personalized service Variable costs • Average cost per unit to fall as output risesThe same Distribution Economies of scale • Channels for different products and servicesmay support multiple products. Economy of Scope Serdar Temiz & Terrence Brown 2015 2015-11-10 9. Cost Structure - II
- 48. • What are the most important costs inherent in our business model? • Which Key Resources are most expensive? • Which Key Activities are most expensive? Serdar Temiz & Terrence Brown 2015 2015-11-10 9. Cost Structure
- 49. Serdar Temiz & Terrence Brown 20152015-11-10 By Alexander Osterwalder & Yves Pigneur
- 50. Discussion on Canvas Serdar Temiz & Terrence Brown 2015 2015-11-10
- 51. • Strategic Mission? • Customer Segments are Hypotesis for startups? • Fits to New and Existing Business but does it work in Start ups? • Metrics? • Competition? Organisational Structure? • Unfair Advantage over competitors? Serdar Temiz & Terrence Brown 2015 2015-11-10
- 52. Serdar Temiz & Terrence Brown 20152015-11-10 By Alexander Osterwalder & Yves Pigneur Colors are important! !!!
- 53. By Alexander Osterwalder & Yves Pigneur Serdar Temiz & Terrence Brown 20152015-11-10
- 54. Thank you! Slide will be on slideshare Serdar Temiz @serdar_temiz www.serdartemiz.com temiz@kth.se hi@serdartemiz.com Terrence Brown @terrence_brown terrencebrown.net Serdar Temiz & Terrence Brown 2015 2015-11-10
- 55. Spotify Business Model Serdar Temiz & Terrence Brown 2015 2015-11-10
Notes de l'éditeur
- The Model 914 used the relatively new electrophotography process, which is a dry process that avoids the use of wet chemicals. In seeking potential marketing partners, Haloid repeatedly was turned down by the likes of Kodak, GE, and IBM, who had concluded that there was no future in the technology as seen through the lens of the then-prevalent business model. While the technology was superior to earlier copy methods, the cost of the machine was six to seven times more expensive than alternative technologies. The model of selling the equipment below cost and making up the difference by large margins in the sale of supplies was not viable because the cost of the supplies was about the same as that of the alternatives, so there was little room to maneuver. Xerox then decided to market the new product itself and developed a new business model to do so. The new model leased the equipment to the customer at a relatively low cost and then charged a per copy fee for copies in excess of 2000 copies per month. At that time, the average business copier produced an average of only 15-20 copies per day. For this model to be profitable to Xerox, the use of copies would have to increase substantially. Fortunately for Xerox, the quality and convenience of the new copy technology proved itself and companies began to make thousands of copies per day. As a result, Xerox sustained a compound annual growth rate of 41% over a 12 year period. Without this business model, Xerox might not have been successful in commercializing the innovation.
- This type of analysis may focus on (1) a single primary activity of the value chain (such as marketing and sales), (2) the interface between one stage of the value chain and another (such as the interface between operations and outgoing logistics), or (3) one of the support activities (such as human resource management).
- Why Swedish start ups are global? Number of Old people increasing.. Which language do you provide service, Customer support language No infrastructure for banking, telecom,