Corporate Entrepreneurship Workshop
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Corporate Entrepreneurship Workshop for the PWN in Munich
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Corporate Entrepreneurship Workshop
- 2. WELCOME
- 3. HI, I AM JUAN TEJEDA BUSINESS DESIGNER / ENTREPRENEUR
- 4. HOUSEKEEPING
- 7. BUSINESS DESIGN JAM businessdesignjam.org fb.com/businessdesignjam meetup.com/Business-Design-Jam/
- 8. ATTENTION SMOKERS: You can smoke in the roof terrace
- 9. TODAY’S AGENDA Introductions/Presentation Intro to the Business Model Canvas BREAK Pitch Ideas / Form groups Begin exercise with BMC Group Presentations End of the workshop 10:00 11:00 11:20 11:40 12:00 13:00 13:30
- 10. INTRODUCTIONS
- 11. YOUR NAME + 3 HASHTAGS (#) #WHATYOUDO #COMPANY #SOMETHINGABOUTYOU
- 15. THE MOST FAMOUS BLOGPOST OF 2015… Something interesting is happening… – Tom Goodwin, “The Battle Is For The Customer Interface” (Tech Crunch article) The most valuable retailer, has no inventoryALIBABA The world’s most popular media owner, creates no contentFACEBOOK The world’s largest accommodation provider, owns no real estateAIRBNB The world’s largest taxi company, owns no vehiclesUBER
- 16. Companies valued at over $1 billion in 2015: Zenefits, a human resources software. Oscar Health Insurance, insurance sector. MarkLogic, enterprise software company. In the digital age, “unicorns” are changing and disrupting traditional industries and businesses at a record speed. SOURCE: research firm CB Insights
- 17. In order to stay relevant and growing in the digital age, companies have to transform or perish. Every company is just a startup away to be put out of business.
- 18. SO, WHAT ARE COMPANIES DOING?
- 19. DCF TRAP / PARMENIDE’S FALLACY SOURCE: Innovation Killers: How Financial Tools Destroy Your Capacity to Do New Things By Clayton Christensen, Stephen Kaufman, Willy Shih ASSUMED cash stream resulting from doing nothing MORE LIKELY cash stream resulting from doing nothing PROJECTED cash stream from investing in innovation Companies should be making this comparison DCF and NPV Methodologies implicitly make this comparison NPV = DCF - Required investment DCF = Discounted Cash Flow NPV = Net Present Value
- 20. AN EXAMPLE OF DOING NOTHING…
- 21. AN EXAMPLE OF DOING NOTHING… In 1975 Kodak engineer Steven Sasson invented the first digital still camera, which used a Fairchild 100 x 100 pixel CCD. By 1986 Kodak had developed a sensor with 1.4 million pixels.
- 22. DYING INDUSTRIES SOON TO FOLLOW: Oil and Gas Steel Manufacturing Television Video Rentals Recordable media manufacturing Hardware manufacturing Data recovery services
- 24. A lot of young and unexperienced talent… Timmy here, is looking to solve a personal problem, which might not be the one of your current customer. He dreams to be the next Zuckerberg…
- 25. GREENFIELD vs CORPORATE ENTREPRENEUR GREENFIELD ENTREPRENEURS Ideas for a start-up usually try to solve a PERSONAL problem hoping to find an audience with a similar problem. CORPORATE ENTREPRENEURS Find or create opportunities, based on the corporate strategy or the company’s core business. They look to solve the problems that the company’s customers have.
- 27. Employees that can: • Identify or create opportunities aligned with the corporate strategy • Have an understandingof neededresources • Providethe driveto bring an idea to life All in the form of a business INTERNAL ENTREPRENEURS = INTRAPRENEURS
- 29. Reason #1 Next competitive advantagefrom inside knowledge Developing for the enterprise relies heavily on the insights, knowledge and experience of industry insiders. It is therefore better for companies to look inward instead of looking for outsiders.
- 30. Reason #2 Accelerate internal innovationprocess Corporate Entrepreneurs help accelerate the innovation process by creating new business opportunities in a neutral setting, rid of procedural complications and company politics.
- 31. Reason #3 Employee Retention Millennials realised that starting a company, even if it crashes and burn, teaches them more in two years than sitting in a cubicle for 20 years.
- 32. Why should this interest you?…
- 33. Reason #1 Advanceyourcareer Intrapreneurs like entrepreneurs take initiative and calculated risks. They’re creative and problem solvers, but most importantly, they don’t give up. These are attributes the business world has always valued, and they are equally important today.
- 34. Reason #2 Intrapreneurshipis thefirststepto entrepreneurship Some 94 percent of intrapreneurs think they have the required skills and knowledge to start a firm of their own after having developed an intrapreneurial project.
- 35. Reason #3 Workonapassion project “Working hard for something we don’t care is called stress; working hard for something we love is called passion” – Simon Sinek
- 36. GERMANY: STILL TOUGH FOR A WORKING GAL Board Seats Held by Women, by Country SOURCE: http://www.catalyst.org/knowledge/board-seats-held-women-country
- 37. GERMANY: STILL TOUGH FOR A WORKING GAL “…There are only 10 women out of 135 executive committee members in the country’s top companies… …Lufthansa is the only company in the group to have two women on its five-person ExCom, making it Germany’s only gender balanced leadership team” SOURCE: https://hbr.org/2014/07/how-6-countries-compare-on-executive-gender-balance/
- 38. PLEASE CONSIDER THESE FACTS: Women are better investors than the average man, according to LouAnn Lofton, author of “Warren Buffett Invests Like a Girl — And Why You Should, Too”
- 39. PLEASE CONSIDER THESE FACTS: Companies that include more women on their executive management teams are more likely to succeed than companies with men-only executive suites, according to “Women at the Wheel: Do Female Executives Drive Start- up Success?” research conducted by Dow Jones.
- 40. v Can I do it too?
- 42. THE ROAD AHEAD
- 43. THE LONG ROAD: CORPORATE PROGRAM
- 44. VTHE SHORT ROAD: BASE CAMP / ICEFALL IDEATE + PLAN VALIDATE UNTIL PROVEN PROTOTYPE PREPARE A DECK FIND A SPONSOR PRESENT!
- 46. DESIGNED FOR: DESIGNED BY: DATE: ITERATION: Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? MOTIVATIONS FOR PARTNERSHIPS Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? CATEGORIES Production Problem Solving Platform/Network For what value are our customers really willing to pay? 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? TYPES Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising FIXED PRICING List Price Product feature dependent Customer segment dependent Volume dependent DYNAMIC PRICING Negotiation (bargaining) Yield Management Real-time-Market What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? IS YOUR BUSINESS MORE Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) SAMPLE CHARACTERISTICS Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? TYPES OF RESOURCES Physical Intellectual (brand patents, copyrights, data) Human Financial 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? How are we integrating them with customer routines? CHANNEL PHASES 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 customer support? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? CHARACTERISTICS Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? EXAMPLES Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation
- 47. DESIGNED FOR: DESIGNED BY: DATE: ITERATION: Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? MOTIVATIONS FOR PARTNERSHIPS Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? CATEGORIES Production Problem Solving Platform/Network For what value are our customers really willing to pay? 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? TYPES Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising FIXED PRICING List Price Product feature dependent Customer segment dependent Volume dependent DYNAMIC PRICING Negotiation (bargaining) Yield Management Real-time-Market What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? IS YOUR BUSINESS MORE Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) SAMPLE CHARACTERISTICS Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? TYPES OF RESOURCES Physical Intellectual (brand patents, copyrights, data) Human Financial 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? How are we integrating them with customer routines? CHANNEL PHASES 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 customer support? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? CHARACTERISTICS Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? EXAMPLES Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation BUSINESS PLAN EXECUTIVE SUMMARY THE TEAM • Management Profile • Why are we a winning team THE BUSINESS MODEL • Vision • Mission / Values • How our Business Model works • Value Proposition • Target Markets • Marketing Plan • Key Resources and Activities FINANCIAL ANALYSIS • CVP Analysis • Sale Scenarios and Projections • Capital Spending • Operating Costs • Funding Requirements EXTERNAL ENVIRONMENT • The Economy • Market Analysis / Key Trends • Competitor Analysis • Competitive Advantage IMPLEMENTATION ROADMAP • Projects • Milestones • Roadmap RISK ANALYSIS • Limiting Factors and Obstacles • Critical Success Factors • Specific Risks and Countermeasures CONCLUSION ANNEXES
- 50. DESIGNED FOR: DESIGNED BY: DATE: ITERATION: Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? MOTIVATIONS FOR PARTNERSHIPS Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? CATEGORIES Production Problem Solving Platform/Network For what value are our customers really willing to pay? 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? TYPES Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising FIXED PRICING List Price Product feature dependent Customer segment dependent Volume dependent DYNAMIC PRICING Negotiation (bargaining) Yield Management Real-time-Market What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? IS YOUR BUSINESS MORE Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) SAMPLE CHARACTERISTICS Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? TYPES OF RESOURCES Physical Intellectual (brand patents, copyrights, data) Human Financial 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? How are we integrating them with customer routines? CHANNEL PHASES 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 customer support? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? CHARACTERISTICS Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? EXAMPLES Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform CUSTOMER SEGMENTS The Customer Segments building block defines the groups of people or organisations an enterprise aims to reach and serve. Customers comprise the heart of every business model. Without (profitable) customers, you have no business and no company can survive for long. It’s good to group them into distance segments with common needs, common behaviours and other attributes. They represent separate segments if: • Their needs require and justify a distance offer • They are reached through different distribution channels • They require different types of relationships • They have different profitabilities • They are willing to pay for different parts of the offer Alternative cheaper conference calls for business Students Friends and Families Everyone with a mobile phone Everyone that has a computer People with high long distance phone costs Video calls Hardware Manufacturers
- 51. DESIGNED FOR: DESIGNED BY: DATE: ITERATION: Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? MOTIVATIONS FOR PARTNERSHIPS Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? CATEGORIES Production Problem Solving Platform/Network For what value are our customers really willing to pay? 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? TYPES Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising FIXED PRICING List Price Product feature dependent Customer segment dependent Volume dependent DYNAMIC PRICING Negotiation (bargaining) Yield Management Real-time-Market What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? IS YOUR BUSINESS MORE Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) SAMPLE CHARACTERISTICS Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? TYPES OF RESOURCES Physical Intellectual (brand patents, copyrights, data) Human Financial 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? How are we integrating them with customer routines? CHANNEL PHASES 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 customer support? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? CHARACTERISTICS Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? EXAMPLES Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? EXAMPLES Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation CUSTOMER RELATIONSHIPS This building block describes the types of relationships a company establishes with a specific customer segments. These relationships can range from personal to automated and may be driven by the following motivations: • Customer acquisition • Customer retention • Boosting sales (up-selling)Software features Community Cheaper calling rates Help website
- 52. DESIGNED FOR: DESIGNED BY: DATE: ITERATION: Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? MOTIVATIONS FOR PARTNERSHIPS Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? CATEGORIES Production Problem Solving Platform/Network For what value are our customers really willing to pay? 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? TYPES Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising FIXED PRICING List Price Product feature dependent Customer segment dependent Volume dependent DYNAMIC PRICING Negotiation (bargaining) Yield Management Real-time-Market What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? IS YOUR BUSINESS MORE Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) SAMPLE CHARACTERISTICS Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? TYPES OF RESOURCES Physical Intellectual (brand patents, copyrights, data) Human Financial 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? How are we integrating them with customer routines? CHANNEL PHASES 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 customer support? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? CHARACTERISTICS Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? EXAMPLES Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation CHANNELS This building block describes how a company communicates with and reaches its Customer Segments to deliver a Value Proposition. Channels are customer touchpoint and play an important role in the overall customer experience. They have several functions including: • Raise awareness among a customers about a company’s • Helping customers evaluate a company’s Value Proposition • Deliver post-purchase customer support 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? How are we integrating them with customer routines? CHANNEL PHASES 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 customer support? Partner Website Headset partnerships Website Skype Client
- 53. DESIGNED FOR: DESIGNED BY: DATE: ITERATION: Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? MOTIVATIONS FOR PARTNERSHIPS Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? CATEGORIES Production Problem Solving Platform/Network For what value are our customers really willing to pay? 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? TYPES Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising FIXED PRICING List Price Product feature dependent Customer segment dependent Volume dependent DYNAMIC PRICING Negotiation (bargaining) Yield Management Real-time-Market What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? IS YOUR BUSINESS MORE Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) SAMPLE CHARACTERISTICS Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? TYPES OF RESOURCES Physical Intellectual (brand patents, copyrights, data) Human Financial 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? How are we integrating them with customer routines? CHANNEL PHASES 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 customer support? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? CHARACTERISTICS Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? EXAMPLES Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation VALUE PROPOSITIONS A value proposition is a promise of value to be delivered. It's the primary reason a prospect should buy from you. explains how your product solves customers' problems or improves their situation (relevancy), delivers specific benefits (quantified value), EXAMPLE: What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? CHARACTERISTICS Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability Skype offers a simple and convenient way for people in almost every country around the world to stay in touch over the Internet through free voice and video calls, sending instant messages, SMS (text messaging) or files, and by making low-cost calls to landline and mobile numbers. Stay in touch with your loved ones Easy, cost effective video conferencing Video calls International SMS Instant messages License to produce Skype hardware
- 54. DESIGNED FOR: DESIGNED BY: DATE: ITERATION: Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? MOTIVATIONS FOR PARTNERSHIPS Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? CATEGORIES Production Problem Solving Platform/Network For what value are our customers really willing to pay? 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? TYPES Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising FIXED PRICING List Price Product feature dependent Customer segment dependent Volume dependent DYNAMIC PRICING Negotiation (bargaining) Yield Management Real-time-Market What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? IS YOUR BUSINESS MORE Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) SAMPLE CHARACTERISTICS Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? TYPES OF RESOURCES Physical Intellectual (brand patents, copyrights, data) Human Financial 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? How are we integrating them with customer routines? CHANNEL PHASES 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 customer support? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? CHARACTERISTICS Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? EXAMPLES Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation KEY ACTIVITIES It describes the most important things a company must do to make its business model work. By doing these activities the company can operate successfully. These activities can be categorise as follows: • Production • Problem solving • Platform/Network What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? CATEGORIES Production Problem Solving Platform/Network Connections with regular phone system Software development Promote the brand
- 55. DESIGNED FOR: DESIGNED BY: DATE: ITERATION: Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? MOTIVATIONS FOR PARTNERSHIPS Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? CATEGORIES Production Problem Solving Platform/Network For what value are our customers really willing to pay? 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? TYPES Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising FIXED PRICING List Price Product feature dependent Customer segment dependent Volume dependent DYNAMIC PRICING Negotiation (bargaining) Yield Management Real-time-Market What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? IS YOUR BUSINESS MORE Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) SAMPLE CHARACTERISTICS Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? TYPES OF RESOURCES Physical Intellectual (brand patents, copyrights, data) Human Financial 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? How are we integrating them with customer routines? CHANNEL PHASES 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 customer support? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? CHARACTERISTICS Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? EXAMPLES Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation KEY RESOURCES It refers to the most important assets required to make the business model work. Key resources can be physical, financial, intellectual or human depending on the business. These resources can be owned, leased or acquired through partnership. What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? TYPES OF RESOURCES Physical Intellectual (brand patents, copyrights, data) Human Financial DevelopersUX Designers Recognisable brand Software
- 56. DESIGNED FOR: DESIGNED BY: DATE: ITERATION: Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? MOTIVATIONS FOR PARTNERSHIPS Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? CATEGORIES Production Problem Solving Platform/Network For what value are our customers really willing to pay? 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? TYPES Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising FIXED PRICING List Price Product feature dependent Customer segment dependent Volume dependent DYNAMIC PRICING Negotiation (bargaining) Yield Management Real-time-Market What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? IS YOUR BUSINESS MORE Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) SAMPLE CHARACTERISTICS Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? TYPES OF RESOURCES Physical Intellectual (brand patents, copyrights, data) Human Financial 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? How are we integrating them with customer routines? CHANNEL PHASES 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 customer support? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? CHARACTERISTICS Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? EXAMPLES Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation KEY PARTNERS We refer to a network or suppliers and partners that make the business model work. We can distinguish for types of partnerships: • Strategic alliances between non-competitors • Coopetition: Strategic cooperation between competitors • Joint ventures to develop new businesses • Buyer-supplier relationships to assure reliable supplies Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? MOTIVATIONS FOR PARTNERSHIPS Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities Telco partners Payment providers Distribution partners Microsoft Network
- 57. DESIGNED FOR: DESIGNED BY: DATE: ITERATION: Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? MOTIVATIONS FOR PARTNERSHIPS Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? CATEGORIES Production Problem Solving Platform/Network For what value are our customers really willing to pay? 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? TYPES Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising FIXED PRICING List Price Product feature dependent Customer segment dependent Volume dependent DYNAMIC PRICING Negotiation (bargaining) Yield Management Real-time-Market What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? IS YOUR BUSINESS MORE Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) SAMPLE CHARACTERISTICS Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? TYPES OF RESOURCES Physical Intellectual (brand patents, copyrights, data) Human Financial 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? How are we integrating them with customer routines? CHANNEL PHASES 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 customer support? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? CHARACTERISTICS Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? EXAMPLES Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation COST STRUCTURE Here all the necessary costs to operate the business are listed. Most of the time these costs can be calculated after defining the key resources, key activities and key partnerships. There are several classes of cost structures: • Cost-driven • Value-driven • Fixed-costs • Variable-Costs • Economies of scale • Economies of scope What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? IS YOUR BUSINESS MORE Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) SAMPLE CHARACTERISTICS Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope Software development Marketing Partner fees Telecom costs Staff Customer service Office Space (rent) IT infrastructure
- 58. DESIGNED FOR: DESIGNED BY: DATE: ITERATION: Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? MOTIVATIONS FOR PARTNERSHIPS Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? CATEGORIES Production Problem Solving Platform/Network For what value are our customers really willing to pay? 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? TYPES Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising FIXED PRICING List Price Product feature dependent Customer segment dependent Volume dependent DYNAMIC PRICING Negotiation (bargaining) Yield Management Real-time-Market What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? IS YOUR BUSINESS MORE Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) SAMPLE CHARACTERISTICS Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? TYPES OF RESOURCES Physical Intellectual (brand patents, copyrights, data) Human Financial 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? How are we integrating them with customer routines? CHANNEL PHASES 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 customer support? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? CHARACTERISTICS Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? EXAMPLES Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation REVENUE STREAMS This building block describes how a company Makes money and create value. It represents the cash a company generates from each Customer Segment. A company must ask itself, for what value is each Customer Segment willing to pay? Answering that question successfully allows the company to generate one or more Revenue Streams from each Customer Segment. For what value are our customers really willing to pay? 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? TYPES Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising FIXED PRICING List Price Product feature dependent Customer segment dependent Volume dependent DYNAMIC PRICING Negotiation (bargaining) Yield Management Real-time-Market Pay-as-you-go for Business Pre-paid or subscription calls to regular phones Free basic account Skype hardware
- 59. DESIGNED FOR: DESIGNED BY: DATE: ITERATION: Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? MOTIVATIONS FOR PARTNERSHIPS Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? CATEGORIES Production Problem Solving Platform/Network For what value are our customers really willing to pay? 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? TYPES Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising FIXED PRICING List Price Product feature dependent Customer segment dependent Volume dependent DYNAMIC PRICING Negotiation (bargaining) Yield Management Real-time-Market What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? IS YOUR BUSINESS MORE Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) SAMPLE CHARACTERISTICS Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? TYPES OF RESOURCES Physical Intellectual (brand patents, copyrights, data) Human Financial 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? How are we integrating them with customer routines? CHANNEL PHASES 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 customer support? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? CHARACTERISTICS Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? EXAMPLES Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation Pay-as-you-go for Business Pre-paid or subscription calls to regular phones Free basic account Skype hardware Software development Marketing Partner fees Telecom costs Staff Customer service Office Space (rent) IT infrastructure Telco partners Payment providers Microsoft Network Distributio n partners Developers UX Designers Recognisable brand Software Software development Promote the brand Connections with regular phone system Stay in touch with your loved ones Easy, cost effective video conferencing Video calls International SMS Instant messages License to produce Skype hardware Partner Website Headset partnerships Website Skype Client Software features Community Cheaper calling rates Help website Students Friends and Families Everyone with a mobile phone Everyone that has a computer People with high long distance phone costs Video calls Alternative cheaper conference calls for business
- 60. IDEA PITCHING
- 61. GREENFIELD vs CORPORATE ENTREPRENEUR GREENFIELD ENTREPRENEURS Ideas for a start-up usually try to solve a PERSONAL problem hoping to find an audience with a similar problem. CORPORATE ENTREPRENEURS Find or create opportunities, based on the corporate strategy or the company’s core business. They look to solve the problems that the company’s customers have.
- 62. CHOOSE YOUR TEAM. LET’S DO THIS!
- 64. BRAINS & HEARTS | Holzstrasse 30, 80469 Munich | +49 (0)89 461-34 47-0 | info@brainsandhearts.de