2. Understand their problems 3. Define your value proposition 4. Plan for the future 5. Provide a killer user experience (what do great interactions look like?)
should use to develop capabilities and services for your customers. A PROCESS FOR ACCOMPLISHING IT PEOPLE WHO CAN IMPLEMENT IT TECHNOLOGY THAT ENABLES IT An interaction An interface A customer
we printed for him. The delivery was late, so the leaflets couldn’t be used. The job took longer than expected. We ran out of printer ink. The ink was all used on a large, last-minute order. We didn’t have enough ink in stock, and couldn’t order new supplies in time. Counter measure Cut ties with the client? WHY? WHY? WHY? WHY? ✚ Link: The 5 Whys: Getting to the Root of a Problem Quickly
we printed for him. The delivery was late, so the leaflets couldn’t be used. The job took longer than expected. We ran out of printer ink. The ink was all used on a large, last-minute order. We didn’t have enough ink in stock, and couldn’t order new supplies in time. Counter measure Cut ties with the client. WHY? WHY? WHY? WHY? ✚ Link: The 5 Whys: Getting to the Root of a Problem Quickly
the leaflets we printed for him. The delivery was late, so the leaflets couldn’t be used. The job took longer than expected. We ran out of printer ink. The ink was all used on a large, last-minute order. We didn’t have enough ink in stock, and couldn’t order new supplies in time. Counter measure Faster delivery truck. WHY? WHY? ✚ Link: The 5 Whys: Getting to the Root of a Problem Quickly
the leaflets we printed for him. The delivery was late, so the leaflets couldn’t be used. The job took longer than expected. We ran out of printer ink. The ink was all used on a large, last-minute order. We didn’t have enough ink in stock, and couldn’t order new supplies in time. Counter measure Hire more people. WHY WHY ✚ Link: The 5 Whys: Getting to the Root of a Problem Quickly
the leaflets we printed for him. The delivery was late, so the leaflets couldn’t be used. The job took longer than expected. We ran out of printer ink. The ink was all used on a large, last-minute order. We didn’t have enough ink in stock, and couldn’t order new supplies in time. Counter measure Didn’t you order more ink? WHY? WHY? ✚ Link: The 5 Whys: Getting to the Root of a Problem Quickly
we printed for him. The delivery was late, so the leaflets couldn’t be used. The job took longer than expected. We ran out of printer ink. The ink was all used on a large, last-minute order. We didn’t have enough ink in stock, and couldn’t order new supplies in time. Counter measure Just order more ink. WHY? WHY? WHY? WHY? ✚ Link: The 5 Whys: Getting to the Root of a Problem Quickly
printed for him. The delivery was late, so the leaflets couldn’t be used. The job took longer than expected. We ran out of printer ink. The ink was all used on a large, last-minute order. We didn’t have enough ink in stock, and couldn’t order new supplies in time. Counter measure Find an ink supplier who can deliver at short notice, so we can continue to minimize inventory, reduce waste, and respond to customer demand. WHY? WHY? WHY? WHY? ✚ Link: The 5 Whys: Getting to the Root of a Problem Quickly
measure Find an ink supplier who can deliver at short notice, so we can continue to minimize inventory, reduce waste, and respond to customer demand. ✚ Link: The 5 Whys: Getting to the Root of a Problem Quickly Counter measure Faster delivery truck.
Customer Relationships Customer Segments Who can help you use your business model? You won’t have all key resources or perform all key activities. So who do you work with to accomplish these things? What things do you need to do to perform well? For each customer segment, you should have a specific value proposition. These are the bundles of products, capabilities and services that create value for your customers. Type of relationship What are your relationships like? All the people or organizations you serve (or want to serve). Key Resources Channels What is the infrastructure to create, deliver and capture value? What assets are indispensable? How do you connect with and deliver value to your customers? Cost structure Unfair Advantage* ʴ Link: Business Model Canvas Explained
Customer Relationships Customer Segments Who can help you use your business model? You won’t have all key resources or perform all key activities. So who do you work with to accomplish these things? What things do you need to do to perform well? For each customer segment, you should have a specific value proposition. These are the bundles of products, capabilities and services that create value for your customers. Type of relationship What are your relationships like? All the people or organizations you serve (or want to serve). Key Resources Channels What is the infrastructure to create, deliver and capture value? What assets are indispensable? How do you connect with and deliver value to your customers? Cost structure Value Streams ʴ Link: Business Model Canvas Explained
Customer Relationships Customer Segments Who can help you use your business model? You won’t have all key resources or perform all key activities. So who do you work with to accomplish these things? What things do you need to do to perform well? For each customer segment, you should have a specific value proposition. These are the bundles of products, capabilities and services that create value for your customers. Type of relationship What are your relationships like? All the people or organizations you serve (or want to serve). Key Resources Channels What is the infrastructure to create, deliver and capture value? What assets are indispensable? How do you connect with and deliver value to your customers? Cost structure Value Streams ʴ Link: Business Model Canvas Explained
Customer Relationships Customer Segments Who can help you use your business model? You won’t have all key resources or perform all key activities. So who do you work with to accomplish these things? What things do you need to do to perform well? For each customer segment, you should have a specific value proposition. These are the bundles of products, capabilities and services that create value for your customers. Type of relationship What are your relationships like? All the people or organizations you serve (or want to serve). Key Resources Channels What is the infrastructure to create, deliver and capture value? What assets are indispensable? How do you connect with and deliver value to your customers? Cost structure Value Streams ʴ Link: Business Model Canvas Explained
Customer Relationships Customer Segments Who can help you use your business model? You won’t have all key resources or perform all key activities. So who do you work with to accomplish these things? What things do you need to do to perform well? For each customer segment, you should have a specific value proposition. These are the bundles of products, capabilities and services that create value for your customers. Type of relationship What are your relationships like? All the people or organizations you serve (or want to serve). Key Resources Channels What is the infrastructure to create, deliver and capture value? What assets are indispensable? Email, SharePoint forms, Yammer, meetings. Can also be people: Solution owners, delivery managers, etc. Cost structure Value Streams ʴ Link: Business Model Canvas Explained
Customer Relationships Customer Segments Who can help you use your business model? You won’t have all key resources or perform all key activities. So who do you work with to accomplish these things? What things do you need to do to perform well? For each customer segment, you should have a specific value proposition. These are the bundles of products, capabilities and services that create value for your customers. Type of relationship What are your relationships like? All the people or organizations you serve (or want to serve). Key Resources Channels What is the infrastructure to create, deliver and capture value? What assets are indispensable? How do you connect with and deliver value to your customers? Cost structure Value Streams ʴ Link: Business Model Canvas Explained
Customer Relationships Customer Segments Who can help you use your business model? You won’t have all key resources or perform all key activities. So who do you work with to accomplish these things? What things do you need to do to perform well? For each customer segment, you should have a specific value proposition. These are the bundles of products, capabilities and services that create value for your customers. Type of relationship What are your relationships like? All the people or organizations you serve (or want to serve). Key Resources Channels What is the infrastructure to create, deliver and capture value? What assets are indispensable? How do you connect with and deliver value to your customers? Cost structure Value Streams ʴ Link: Business Model Canvas Explained
Customer Relationships Customer Segments Who can help you use your business model? You won’t have all key resources or perform all key activities. So who do you work with to accomplish these things? What things do you need to do to perform well? For each customer segment, you should have a specific value proposition. These are the bundles of products, capabilities and services that create value for your customers. Type of relationship What are your relationships like? All the people or organizations you serve (or want to serve). Key Resources Channels What is the infrastructure to create, deliver and capture value? What assets are indispensable? How do you connect with and deliver value to your customers? Cost structure Value Streams ʴ Link: Business Model Canvas Explained
How we support them What the user does The technology, capabilities and services that support the user or customer’s specific goals and activities GO HERE. A B
Customer Segments Who can help you use your business model? You won’t have all key resources or perform all key activities. So who do you work with to accomplish these things? What things do you need to do to perform well? For each customer segment, you should have a specific value proposition. These are the bundles of products, capabilities and services that create value for your customers. Type of relationship What are your relationships like? All the people or organizations you serve (or want to serve). Key Resources Channels What is the infrastructure to create, deliver and capture value? What assets are indispensable? How do you connect with and deliver value to your customers? Cost structure Value Streams ʴ Link: Business Model Canvas Explained
Customer Segments Who can help you use your business model? You won’t have all key resources or perform all key activities. So who do you work with to accomplish these things? What things do you need to do to perform well? For each customer segment, you should have a specific value proposition. These are the bundles of products, capabilities and services that create value for your customers. Type of relationship What are your relationships like? All the people or organizations you serve (or want to serve). Key Resources Channels What is the infrastructure to create, deliver and capture value? What assets are indispensable? How do you connect with and deliver value to your customers? Cost structure Value Streams ʴ Link: Business Model Canvas Explained
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