Upgrade to Pro — share decks privately, control downloads, hide ads and more …

Visual Business Modeling

Jan Schmiedgen
December 07, 2012

Visual Business Modeling

Workshop slides of a hands-on session on Alexander Osterwalders "Business Model Canvas" @ Service Design Drinks Berlin.

Jan Schmiedgen

December 07, 2012
Tweet

Other Decks in Business

Transcript

  1. 1 Visual Business Modeling Some Fun with Alex’ Osterwalders BMC

    | Service Design Drinks Berlin, 03.09.2012
  2. ! Image Credits / Sources in order of appearance: Casadesus-Masanell,

    R., & Ricart, J. E. (2011). How to Design A Winning Business Model. Harvard Business Review, 89(1/2), 100–107. // Porter, M. E. (1996). What is Strategy? Harvard Business Review, (November - December). // Ouden, E. den. (2011). Innovation Design: Creating Value for People, Organizations and Society (1st ed.). Springer London. // Fjeldstad, Ø. D., & Stabell, C. B. (1998). Configuring Value for Competitive Advantage: On Chains, Shops, and Networks. Strategic Management Journal,, Vol 19, 413–437. // valuenetworksandcollaboration.com, 2011 // Tom Hulme (http://weijiblog.com/ startup-tools/) // Patrick Stähler (http://blog.business-model-innovation.com/tools/) // Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing Your Business Model. Harvard Business Review, 86(12), 50–59. // Fraunhofer IAO (http://moby.iao.fraunhofer.de/) ! Choices & Consequences Activity Networks Value Flow Mapping for Ecosystems Value Configuration Perspective: Chains/Shops/Networks Tom Hulmes Canvas (IDEO) Patrick Stählers Canvas (Fluidmind) etc. Other »Scientific Conceptualisations« Fraunhofer IAO Canvas
  3. Customer Segments 4 Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)

    Which customers do we serve? What are the jobs they need to get done?
  4. Value Proposition 5 Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)

    Tip: Use the Value Proposition- Designer! What do we offer them? Which »problem« do we really solve? What value do we really provide?
  5. Channels 6 Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) How

    can we best reach/serve each customer segment? What are the best interaction/touch points?
  6. Relationships 7 Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) What

    relations shall we establish with our customer segments? Personal? Automated? Acquisitive? Retentive?
  7. Relationships 7 Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) What

    relations shall we establish with our customer segments? Personal? Automated? Acquisitive? Retentive? Customer Interface Offering
  8. images by JAM Revenue Streams 8 Image Credit: JAM Visual

    Thinking, Amsterdam (http://www.jam-site.nl) What are our customers really willing to pay for? How? Transactional or recurring revenues?
  9. images by JAM Key Resources 9 Image Credit: JAM Visual

    Thinking, Amsterdam (http://www.jam-site.nl) Which resources and assets are critical to successfully run our business?
  10. images by JAM Key Activities 10 Image Credit: JAM Visual

    Thinking, Amsterdam (http://www.jam-site.nl) What essential key activities do we have to perform to deliver our value proposition?
  11. images by JAM Key Partners 11 Image Credit: JAM Visual

    Thinking, Amsterdam (http://www.jam-site.nl) Who are critical partners and suppliers leveraging our business model? With whom do we co-create value?
  12. images by JAM Key Partners 11 Image Credit: JAM Visual

    Thinking, Amsterdam (http://www.jam-site.nl) Who are critical partners and suppliers leveraging our business model? With whom do we co-create value? Infrastructure
  13. 12 Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) Cost Structure

    What is our resulting cost structure? Which key elements drive costs?
  14. 12 Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) Cost Structure

    What is our resulting cost structure? Which key elements drive costs? Finance
  15. 13 Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) Key Partners

    Key Activities Value Proposition Relationships Channels Revenue Streams Key Resources Cost Structure Customer Segments
  16. 14 Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) Key Partners

    Key Activities Value Proposition Relationships Channels Revenue Streams Key Resources Cost Structure Customer Segments Starting Points: Resource-Driven
  17. 15 Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) Key Partners

    Key Activities Value Proposition Relationships Channels Revenue Streams Key Resources Cost Structure Customer Segments Starting Points: Offer-Driven
  18. 16 Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) Key Partners

    Key Activities Value Proposition Relationships Channels Revenue Streams Key Resources Cost Structure Customer Segments Starting Points: Customer-Driven
  19. 17 Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) Key Partners

    Key Activities Value Proposition Relationships Channels Revenue Streams Key Resources Cost Structure Customer Segments Starting Points: Finance-Driven
  20. 18 Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) Key Partners

    Key Activities Value Proposition Relationships Channels Revenue Streams Key Resources Cost Structure Customer Segments Starting Points: Multiple-Epicenter-Driven
  21. 19 Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) Key Partners

    Key Activities Value Proposition Relationships Channels Revenue Streams Key Resources Cost Structure Customer Segments
  22. 19 Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) Key Partners

    Key Activities Value Proposition Relationships Channels Revenue Streams Key Resources Cost Structure Customer Segments Eliminate/Reduce Costs Create/Raise Value
  23. 19 Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) Key Partners

    Key Activities Value Proposition Relationships Channels Revenue Streams Key Resources Cost Structure Customer Segments Eliminate/Reduce Costs Create/Raise Value Best Sustainable Equilibrium max. value capture for the company max. value for the user
  24. Key Partners Key Activities Value Proposition Relationships Channels Revenue Streams

    Key Resources Cost Structure Customer Segments Movies Hard Disk Dolby 5.1 DVD Connectivitiy Price CPU GPU Motion Control User Reach Games Ux / Fun Factor Ecosystem Value Level & Price Nintendo Wii Microsoft Xbox 360 Sony PS3 Eliminate/Reduce Costs Create/Raise Value 20 Video Gaming Strategy Canvas: Nintendo Wii (in 2007)
  25. KP KA VP VP CR CS KP KR VP VP

    CH CS CS CS CS RS RS RS eliminate reduce create raise unchanged Nintendo Wii (in 2007)
  26. KP KA VP VP CR CS KP KR VP VP

    CH CS CS CS CS RS RS RS male »hardcore gamers« passive immersion with high-end performance and graphics new proprietary technology state-of-the-art chip development console subsidies eliminate reduce create raise unchanged Nintendo Wii (in 2007)
  27. KP KA VP VP CR CS KP KR VP VP

    CH CS CS CS CS RS RS RS male »hardcore gamers« passive immersion with high-end performance and graphics new proprietary technology state-of-the-art chip development console subsidies royalties from game developers game developers retail distribution game developers eliminate reduce create raise unchanged Nintendo Wii (in 2007)
  28. KP KA VP VP CR CS KP KR VP VP

    CH CS CS CS CS RS RS RS male »hardcore gamers« passive immersion with high-end performance and graphics new proprietary technology state-of-the-art chip development console subsidies technology development costs console production costs royalties from game developers game developers retail distribution game developers eliminate reduce create raise unchanged Nintendo Wii (in 2007)
  29. KP KA VP VP CR CS KP KR VP VP

    CH CS CS CS CS RS RS RS male »hardcore gamers« passive immersion with high-end performance and graphics STMicro- electronics for MEMS accelerometers new proprietary technology state-of-the-art chip development console subsidies technology development costs console production costs royalties from game developers casual gamers game developers families girls retail distribution game developers eliminate reduce create raise unchanged Nintendo Wii (in 2007) motion control technology alternative game concept research motion controlled gaming physical activity, social get-together sport, workout, physical recovery fun factor, social experience » family
  30. KP KA VP VP CR CS KP KR VP VP

    CH CS CS CS CS RS RS RS male »hardcore gamers« passive immersion with high-end performance and graphics STMicro- electronics for MEMS accelerometers new proprietary technology state-of-the-art chip development console subsidies technology development costs console production costs royalties from game developers hardware sales profit casual gamers game developers families girls retail distribution game developers standard component hardware manufacturers eliminate reduce create raise unchanged Nintendo Wii (in 2007) motion control technology alternative game concept research motion controlled gaming retail store involvement physical activity, social get-together sport, workout, physical recovery fun factor, social experience » family
  31. KP KA VP VP CR CS KP KR VP VP

    CH CS CS CS CS RS RS RS male »hardcore gamers« passive immersion with high-end performance and graphics STMicro- electronics for MEMS accelerometers new proprietary technology state-of-the-art chip development console subsidies technology development costs console production costs royalties from game developers hardware sales profit casual gamers game developers families girls retail distribution game developers standard component hardware manufacturers eliminate reduce create raise unchanged Nintendo Wii (in 2007) motion control technology alternative game concept research motion controlled gaming retail store involvement physical activity, social get-together sport, workout, physical recovery fun factor, social experience » family Feasibility Viability Desirability Best Sustainable Equilibrium
  32. 22 Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) Key Partners

    Key Activities Value Proposition Relationships Channels Revenue Streams Key Resources Cost Structure Customer Segments
  33. 22 Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) Key Partners

    Key Activities Value Proposition Relationships Channels Revenue Streams Key Resources Cost Structure Customer Segments 10:00 MINUTES
  34. Want to know more? Join the Business Model Generation! 24

    businessmodelgeneration.com/book businessmodelyou.com
  35. Alexander Osterwalder: http://www.businessmodelalchemist.com Patrick Stähler: http://blog.business-model-innovation.com Steve Blank: http://steveblank.com Doblin

    Group: http://news.doblin.com Innosight: http://www.innosight.com BusinessModelsInc: http://www.businessmodelsinc.com DesignWorks @ Rotman: http://bit.ly/TYRLhG Illinois Institute of Design: http://www.id.iit.edu/news … and start following these Guys and Organisations! 25