20131023 #bmg @10th ceo-day by Vujàdé Ltd.

BUSINESS MODEL GENERATION

Jasper Bouwsma
Founder & CEO
Vujàdé Ltd.
Bern, Switzerland 2013.10.23

© Vujàdé Ltd. – Supporting Forward Thinking

Photo by: Vujàdé Ltd – Jasper Bouwsma

A common language to develop and discuss business models in teams

Vujàdé is the opposite of deja vu and gives the impression that something
has not yet taken place, or has never been there.
Vujàdé is the opposite of deja vu and gives the impression that something
has not yet taken place, or has never been there.
In other words, Vujàdé stands for innovation.


Vu-jà-dé

2



3

À PROPOS
1. CORPORATE CONSULTING

PARTNER

3. INCUBATION



2. START-UP SUPPORT

Jasper Bouwsma

Founder & CEO Vujàdé Ltd.
Vujàdé unterstützt Entrepreneure, Start-ups und etablierte Unternehmen
bei der erfolgreiche Weiterentwicklung und Vermarktung deren Innovationen.
Durch die Kombination von diversen Start-up und Firmenerfahrungen bringt
Jasper einmalige Einsichten in Innovationsstrategie, den typischen Fehltritten
und die Erfolgsfaktoren mit.
Jasper, geboren und aufgewachsen in Holland, studierte International Business
an der Universität Maastricht (NL) und an der Universität Fribourg (CH).
Zusätzlich belegte er Kurse in Innovationsstrategie und Management am MIT
Sloan in Boston (USA) und am Stanford Research Institute in Menlo Park (USA).
Bis 2008 arbeitete er für den Schweizer Telekommunikationsanbieter Swisscom,
wo er die Inkubationsaktivitäten als “Head of Incubation” initiierte und führte.
Im Herbst 2008 hat er die Vujàdé Ltd. gegründet.
Jasper lebt mit seiner Frau, zwei Töchtern und einem Sohn in der Nähe von Bern.


OUR

TOPIC
FOR THE NEXT 90’

Vujàdé Ltd. – Supporting Forward Thinking

Business Modeling

Slide | 7

Business Modeling

Slide | 8

Alexander Osterwalder

A Swiss Business Book author.

Slide | 9

Insert Photo of book with Jasper’s Name.

Co-Created by

470 practitioners from 45 countries.

Slide | 10

AGENDA
A NEW GENERATION

PITCH & REFLECT

THE BUSINESS MODEL GENERATION

I

II

III



LET’S GET TO WORK:
10 CASES 10 GROUPS

BUT BEFORE WE

START

WHAT ARE

?!

YOUR

EXPECTATIONS


AGENDA
A NEW GENERATION

PITCH & REFLECT


I

II

III



10 GROUPS, 11 CASES

AGENDA
BUSINESS MODEL
GENERATION


1

2

3

II

III


I

QUESTION
HOW MUCH DOES
1KG COFFEE COST

?

1


© Vujàdé Ltd.www.businessmodelgeneration.com
– Supporting Forward Thinking

CHF6.95



CHF95.-



WHY HAS
NESPRESSO BEEN
SO SUCCESSFUL?
?

www.businessmodelgeneration.com

NESPRESSO
CHANGED THE
BUSINESS MODEL
FOR COFFEE


RESULT 2011
USD3.2B
(BY A SINGLE PRODUCT…)



BUZZ

GROUP

DISCUSS & DESCRIBE
WHAT YOU THINK
NESPRESSO’S
BUSINESS MODEL
IS.

1’

BUZZZ

ZZ

ZZ

PLEASE
EXCUSE

MYFRENCH

BUT THAT IS

BOARD ROOM

BLAH BLAH

BLAH

BULL

SHIT
BINGO


Business Model Canvas:

Creating a common language
for business modeling.


THE BUSINESS MODEL CANVAS
KEY
PARTNERS

KEY
ACTIVITIES

KEY
RESOURCES

COST STRUCTURE



VALUE
PROPOSITIONS

CUSTOMER
RELATIONSHIP

CHANNELS

REVENUE STREAMS

CUSTOMER
SEGMENTS

KEY
PARTNERS

KEY
ACTIVITIESting
ke

Mar

VALUE
PROPOSITIONS

Machine
Producers

Household
CHANNELS

l
Cal r
te
N.com
Cen



Business

Store
s Retail

COST STRUCTURE

Distri
bution

CUSTOMER
SEGMENTS

N-Club

Produ
ction

IP KEY
KEY RESOURCES
Patents striRESOURCES
(1800+ Di
n
patents) butio l
nne
cha
Producs
tion
facilitie Brand
s

Production

CUSTOMER
RELATIONSHIP

REVENUE STREAMS

Mark

eting

Machi
ne

Pods

ANECDOTE


KEY
PARTNERS

KEY
ACTIVITIESting
ke

Mar

VALUE
PROPOSITIONS

Machine
Producers

Household
CHANNELS

l
Cal r
te
N.com
Cen



Business

Store
s Retail

COST STRUCTURE

Distri
bution

CUSTOMER
SEGMENTS

N-Club

Produ
ction

IP KEY
Patents striRESOURCES
(1800+ Di
n
patents) butio l
nne
cha
Producs
tion
facilitie Brand
s

Production

CUSTOMER
RELATIONSHIP

REVENUE STREAMS

Mark

eting

Machi
ne

Pods

WHAT IS A

BUSINESS MODEL

?


REVENUE MODEL

≠
BUSINESS MODEL
Vujàdé Ltd. – Supporting Thinking
© Vujàdé Ltd. – Supporting ForwardForward Thinking

A BUSINESS MODEL
DESCRIBES THE
RATIONALE OF HOW AN
ORGANIZATION
CREATES, DELIVERS,
AND CAPTURES VALUE


5’ EXERCISE
Key
Partners

Key
Activities

Project Name

Value
Proposition

Iteration Nr

Customer
Relationship

Key
Ressources

Customer
Segments

Channels

com

mun

ity
sale
s

cata
logu
e

Revenue
Streams

Cost
Structure

&m

arke

ting

phot

ogra
ph

ers

deve

lopm
en

t

com

mun

plat

ity

form

sale
s
help

desk

empl

oyee
s

cata
logu

e de
velo

pmen

t
plat
form

empl

This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a
letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

Vujàdé Ltd. – Consulting I Start-up Support I Incubation
Elfenaustrasse 3 I CH-2502 Biel/Bienne I Switzerland
+41 32 32 32 300 I contact@vujade.com I www.vujade.com
www.slideshare.net/vujade

pay

oyee

s

pal

world

wide

cove

rage

BUSINESS MODEL

pay

world
wi

de

sale

s&

pal

cove

rage

mar
ketin

g

imag

es by

Math

ilde

sale

s&

mar
ketin

g

imag

es by

Math

ilde


&m

arke

ting

KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

COST STRUCTURE

© Images by Mathilda, with Forward Thinking
Vujàdé Ltd. – Supporting warm thanks to Yves Pigneur

VALUE
PROPOSITIONS

CUSTOMER
RELATIONSHIP

CHANNELS

REVENUE STREAMS

CUSTOMER
SEGMENTS

KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

COST STRUCTURE

© Images by XPLANE, with warm thanks to Alexander Osterwalder

VALUE
PROPOSITIONS

CUSTOMER
RELATIONSHIP

CHANNELS

REVENUE STREAMS

CUSTOMER
SEGMENTS

5’

BEFORE

WE
MOVE

ON


WE SHOULD

QUICKLY

FINISH


TALKING

ABOUT

COFFEE

NESPRESSO

HAS TAKEN A
WHILE TO BECOME
SUCCESSFUL…


1987

THE RIGHT BUSINESS MODEL
CAN BE THE DIFFERENCE
BETWEEN SUCCESS AND
FAILURE FOR EXACTLY THE
SAME TECHNOLOGY OR
PRODUCT

WHY WILL
NESPRESSO EVEN
BE MORE
SUCCESSFUL?
?

WE ARE MOVING FROM
PORTFOLIOS OF PRODUCTS
TO
PORTFOLIOS OF
BUSINESS MODELS.

AGENDA
LET’S GET TO WORK
5 CASES 5 GROUPS

II


1

2

3

III


I

10GROUPS

11CASES


10 GROUPS | 11 CASES

010
001100
010
001011
You are ...
a retailer

You are ...
a car repair centre

You are ...
a mobile phone operator

You are ...
a transportation business

You are ...
a software company

You generate revenues from the sale of single items
which you purchase from supply chain partners.

You generate revenues from
the sale of spare parts and repair contracts.

usage fees.

You generate revenues from ticket sales
for trips.

You generate revenues from the sale
of licences.

You are ...
a bank

You are ...
a record label

You are ...
a pharma company

You are ...
an auto manufacturer

You are ...
a trading company

You are ...
a publishing house

You generate revenues from transaction fees and
asset management.

of recordings.

the sale of medicines.

of cars.

the sale of goods abroad.

You generate revenues from the sale of books,
newspapers, magazines, etc.


A CHALLENGE FOR EACH…


A CHALENGE FOR EACH..

010
001100
010
001011
You are ...
a retailer

You are ...
a car repair centre

You are ...
a mobile phone operator

You are ...
a transportation business

You are ...
a software company

You generate revenues from the sale of single items
which you purchase from supply chain partners.

the sale of spare parts and repair contracts.

usage fees.

You generate revenues from ticket sales
for trips.

of licences.

You are ...
a bank

You are ...
a record label

You are ...
a pharma company

You are ...
an auto manufacturer

You are ...
a trading company

You are ...
a publishing house

You generate revenues from transaction fees and
asset management.

of recordings.

the sale of medicines.

of cars.

the sale of goods abroad.

You generate revenues from the sale of books,
newspapers, magazines, etc.


ENJOY PART 1 (20’)

Work on the front-stage
of the Business Model Canvas
•  Value Proposition,
•  Customer Segments,
•  Customer Relationship,
•  Channels,
•  Revenue Streams
25 Minuten


Past
Future

ENJOY PART 2 (20’)

Work on the Back-stage
of the Business Model Canvas
•  Value Proposition,
•  Key Activities,
•  Key Resources,
•  Key Partners,
•  Cost Structure
20 Minutes


Past
Future

AGENDA
A NEW GENERATION

REFLEXION


I

II

III



10 GROUPS, 11 CASES

AGENDA
PITCH & REFLEXION

II


III

1

2

3


I

PITCH PER GROUP (2’)

Share your key-findings:
•  Bankruptcy or is their a future for your case?
•  Will it be easy to face the challenge?
•  Was the canvas useful for the group discussion?


WRAP

UP
VJD

ITERATE ITERATE ITERATE

HORIZONTAL
ITERATION


VERTICAL
ITERATION

GET SMARTER DURING YOUR JOURNEY

INCREASE
INSIGHT

SHAKEN NOT STIRRED
COMBINE THE BEST OF BOTH WORLDS

NEW

OLD

VJD


G

T
E

T

OU

THE

OF

ILD

BU

NG
I

SOME
FURTHER
METHODS


BUSINESS MODEL ENVIRONMENT



GAIN
CREATORS

GAINS
CUSTOMER
JOBS

PRODUCTS
& SERVICES
PAIN
RELIEVERS

VALUE PROPOSITION CANVAS


PAINS

QUESTIONS &

ANSWERS


Photo by: Vujàdé Ltd. – Jasper Bouwsma

“

In times of change
learners inherit the earth;
while the learned find themselves
beautifully equipped to deal with a
world that no longer exists.
Eric Hoffer, (July 25, 1902 – May 21, 1983)
American social writer and philosopher


Vujàdé Ltd.
Postal Address
P.O. Box 4
CH-3257 Grossaffoltern

Online
www.vujade.com
contact@vujade.com

VujadeLtd


Visiting Address
Elfenaustrasse 3
CH-2502 Biel/Bienne
+41 (0)32 32 32 300

20131023 #bmg @10th ceo-day by Vujàdé Ltd.

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20131023 #bmg @10th ceo-day by Vujàdé Ltd.