Better Business Models

19497c940b48ed4b535205cec31a0ee7?s=47 nickkeyko
February 26, 2014

Better Business Models

A presentation to University of Alberta Engineering students on the best practices for building a Business Model Canvas, an overview of the Business Model Mechanics and introduction to the Value Proposition Canvas.

19497c940b48ed4b535205cec31a0ee7?s=128

nickkeyko

February 26, 2014
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Transcript

  1. 8.

    images by JAM customer segments key partners cost structure revenue

    streams channels customer relationships key activities key resources value proposition images by JA customer segments key partners cost structure revenue streams channels customer relationships key activities key resources value proposition customer segments customer relationships value proposition images by JAM customer segments key partners cost structure revenue streams channels customer relationships key activities key resources value proposition images by JAM customer segments revenue streams channels customer relationships ey es key ces value proposition customer segments revenue streams channels customer relationships key ies key rces value proposition
  2. 13.

    Never use bullet points. Ever. 3 • blah • blah

    • blah • blah • blah • blah • blah • blah • blah • blah • blah • blah
  3. 16.

    Avoid too much detail. 5 Our main customer segment is

    new, young mothers; aged 25-35; living in Edmonton; with 2 cars; 1 dog; and maybe a cat!
  4. 18.

    You can start with any block. 1 2 3 4

    5 6 Don’t write on the canvas - use post-it notes. Never use bullet points. Instead, use 1 or 2 clear words. Don’t get held up by too much blah, blah, blah - just start! Avoid going into too much detail. Be precise for every building block.
  5. 20.

    KEY PARTNERS KEY ACTIVITES VALUE PROPOSITION CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS

    KEY RESOURCES CHANNELS REVENUE STREAMS COST STRUCTURE NESPRESSO POD SYSTEM MACHINE MANUFACTURER OFFICES JOINT VENTURE WITH MANUFACTURER Failed PATENTS
  6. 21.

    KEY PARTNERS KEY ACTIVITES VALUE PROPOSITION CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS

    KEY RESOURCES CHANNELS REVENUE STREAMS COST STRUCTURE HOUSEHOLDS AQUIRE & LOCK-IN RETAIL NESPRESSO MACHINES BRAND PATENTS MARKETING MACHINE MANUFACTURER MARKETING & BRANDING 1 X MACHINE SALES PRODUCTION REPETITIVE POD SALES NESPRESSO WEBSITE MAIL & CALL CENTRE NESPRESSO STORES DIRECT B2C DISTRIBUTION PRODUCTION DISTRIBUTION CHANNELS COFFEE PRODUCTION FACILITES COFFEE GROWERS B2C DISTRIBUTION NESPRESSO PODS
  7. 29.
  8. 30.

    Switching Costs ! How easy or difficult is it for

    customers to switch to another company? 1
  9. 31.
  10. 32.

    Recurring Revenues ! Is every sale a new effort or

    will it result in follow-up revenues and purchases? How evenly distributed are your revenues through the year? 2
  11. 33.
  12. 35.
  13. 37.
  14. 38.

    Getting Others to do the Work ! How much does

    your business model get customers or third parties to create value for you? 5
  15. 39.
  16. 40.

    Scalability ! How rapidly and how easily can you grow

    your business model without hitting roadblocks (e.g. infrastructure, customer support, etc.)? 6
  17. 41.
  18. 42.

    Protection From Competition ! How much is your business model

    protecting you from your competition? 7
  19. 43.
  20. 44.

    Switching costs 1 2 3 4 5 6 7 Recurring

    revenues Earn before you spend Game changing cost structure Getting others to do the work Protection from competition Scalability
  21. 46.
  22. 48.

    Acknowledgements • Alex Osterwalder • www.businessmodelgeneration.com • IDEO & Design

    Thinking • Eric Ries & Lean Startup www.businessmodelgeneration.com