20140314 #BMgen @ START summit in St. Gallen, Switzerland

Jasper Bouwsma Founder & CEO Vujàdé Ltd.

St. Gallen, Switzerland 2014.03.14 Phot

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BUSINESS MODEL GENERATION A common language to develop and discuss business models in teams

INTERESTED? SEND YOUR MOTIVATION WITH CV TO

contact@vujade.com

INTERNSHIP

Vu-jà-dé

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.

Photo by: Vujàdé Ltd – Jasper Bouwsma Phot

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WHO WE ARE

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www.vujade.com

WHAT WE DO

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1. CORPORATE CONSULTING

2. START-UP SUPPORT

3. INCUBATION

À PROPOS

Photo by: Vujàdé Ltd – Jasper Bouwsma

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.

Jasper Bouwsma Founder & CEO Vujàdé Ltd.

Photo by: Vujàdé Ltd – Jasper Bouwsma

À PROPOS

YOU CAN DOWNLOAD THIS PRESENTATION: WWW.SLIDESHARE.NET/VUJADE

TOPIC OUR

FOR THE NEXT 120’

Business Modeling

Alexander Osterwalder A Swiss Business Book author.

Insert Photo of book with Jasper’s Name.

Co-Created by 470 practitioners from 45 countries.

AGENDA

PITCH & REFLECT A NEW GENERATION THE BUSINESS MODEL GENERATION

LET’S GET TO WORK: 10 CASES 10 GROUPS

I II III

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AGENDA

LET’S GET TO WORK: 10 GROUPS, 10 CASES

I II III

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AGENDA

II III 1 2 3

BUSINESS MODEL GENERATION

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AGENDA

II III 1 2 3

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QUESTION HOW MUCH DOES 1KG COFFEE COST

CHF6.95

CHF95.-

WHY HAS NESPRESSO BEEN SO SUCCESSFUL?

NESPRESSO CHANGED THE

BUSINESS MODEL FOR COFFEE

RESULT 2012 USD4.0B

(BY A SINGLE PRODUCT…)

BUZZ GROUP

DISCUSS & DESCRIBE WHAT YOU THINK

NESPRESSO’S BUSINESS MODEL

BUZZZZZZZ

O C N E S D S

PLEASE EXCUSE MYFRENCH

BUT THAT IS

BLAH BOARD ROOM BLAH BLAH

BULL SHIT BINGO

Business Model Canvas: Creating a common language for business modeling.

AGENDA

II III 1 2 3

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THE BUSINESS MODEL CANVAS

Alexander Osterwalder www.businessmodelgeneration.com

COST STRUCTURE REVENUE STREAMS

KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS

CUSTOMER RELATIONSHIP

VALUE PROPOSITIONS

KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS

VALUE PROPOSITIONS

GETTING FROM BUSINESS IDEA TO BUSINESS MODEL VIDEO #BMGen – 01

http://www.youtube.com/watch?v=wwShFsSFb-Y

KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS

VALUE PROPOSITIONS

BUZZZZZZZ

2’ 3’

KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS

VALUE PROPOSITIONS

House- hold

N-Club

Stores

Produc-tion

Marketing

Machine Pro-

ducers

Produc-tion

Distri-bution

Marketing Machine Pods

Call Center N.com

Brand Produc-

tion facilities

Distri-

bution

channels

Retail

Patents IP

(1800+ patents) Business

ANECDOTE

KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS

VALUE PROPOSITIONS

House- hold

N-Club

Stores

Produc-tion

Marketing

Machine Pro-

ducers

Produc-tion

Distri-bution

Marketing Machine Pods

Call Center N.com

Brand Produc-

tion facilities

Distri-

bution

channels

Retail

Patents IP

(1800+ patents) Business

WHAT IS A BUSINESS MODEL

REVENUE MODEL ≠

BUSINESS MODEL

A BUSINESS MODEL DESCRIBES THE

RATIONALE OF HOW AN ORGANIZATION

CREATES, DELIVERS, AND CAPTURES VALUE

KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS

VALUE PROPOSITIONS

BEFORE

WE MOVE

WE SHOULD QUICKLY FINISH

TALKING ABOUT

COFFEE

HAS TAKEN A WHILE TO BECOME

SUCCESSFUL…

NESPRESSO

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.

Albert Einstein

Everything should be made as simple as possible,

but not simpler.

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AGENDA

II III 1 2 3

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VISUALIZE YOUR BUSINESS MODEL VIDEO #BMGen – 02

http://www.youtube.com/watch?v=wlKP-BaC0jA

TIPS & TRICKS

KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS

VALUE PROPOSITIONS

… NEVER WRITE ON THE CANVAS Using post-its allows an easily shifting and removing of elements. Therefore the exercise stays dynamic and the business model or the value propositions can be continuously developed.

mothers

… ONE IDEA - ONE POST-IT Use a thick marker! No bullets, use for each point a separate post-it. This allows you easily shifting the elements and quickly testing combinations.

teenagers

… COLOR CODING Use different color post-its to highlight certain aspects of your business model. For example, use different color stickies if you have two very different customer segments in your business model with very different jobs-to-be done (e.g. advertisers and users). Then continue to use the same colors for the corresponding value propositions, channels, etc.

… VISUALS & WORDS Combining images and words to describe business model building blocks is more powerful than just using words. Our brain processes images quicker than words. Hence, images will allow viewers of your Canvas to more rapidly grasp the big picture of your model.

production customer social network

… GRANULARITY Don’t add too many elements when you are sketching out the strategic overview of a business model. Too many details hide the big picture. On the other hand, adding detail is appropriate when you work on the refinement of your business model, in order to test it and consider customer development.

FREQUENTLY COMMITTED MISTAKES

… ORPHAN ELEMENTS Make sure you don’t create “orphan” elements in your business model. For example, every Statty in the revenue streams box needs a corresponding Statty in the customer segment and value proposition box that highlights who is willing to pay for what. You should not, for instance, have “advertising” as a revenue stream, without having an “advertiser” who is willing to pay for “an audience”

Customer

Segment

Revenue Source

Value Proposition

Orphan

… MIXING PRESENT AND FUTURE Make sure you clearly distinguish between presently existing business models and future ideas. Mixing them can be confusing. You can easily distinguish between the two by using color coding or by using separate Canvases.

present

future

KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS

VALUE PROPOSITIONS

… TOO MANY IDEAS IN ONE CANVAS Describing too many different ideas in the same Business Model Canvas can lead to con- fusion. Try using separate Canvases to sketch out individual ideas. If necessary you can al- ways bring them together in the same Canvas later on.

KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS

VALUE PROPOSITIONS

KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS

VALUE PROPOSITIONS

KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS

VALUE PROPOSITIONS

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Because you can't do today's job with yesterday's methods

and be in business tomorrow.

AGENDA

I II III

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AGENDA

LET’S GET TO WORK 5 CASES 5 GROUPS

II 1 2 3

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10GROUPS 10CASES

10 GROUPS | 10 CASES

You are ... a record labelYou generate revenues from the sale of recordings.

You are ... a bankYou generate revenues from transaction fees and asset management.

You are ... a pharma companyYou generate revenues from the sale of medicines.

You are ... a publishing houseYou generate revenues from the sale of books, newspapers, magazines, etc.

You are ... a trading companyYou generate revenues from the sale of goods abroad.

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

You are ... a transportation businessYou generate revenues from ticket sales for trips.

010001100010

001011

You are ... a software companyYou generate revenues from the sale of licences.

You are ... a mobile phone operatorYou generate revenues from usage fees.

You are ... a car repair centreYou generate revenues from the sale of spare parts and repair contracts.

10 GROUPS | 10 CASES A CHALLENGE FOR EACH…

10 GROUPS | 10 CASES

You are ... a record labelYou generate revenues from the sale of recordings.

You are ... a bankYou generate revenues from transaction fees and asset management.

You are ... a pharma companyYou generate revenues from the sale of medicines.

You are ... a publishing houseYou generate revenues from the sale of books, newspapers, magazines, etc.

You are ... a trading companyYou generate revenues from the sale of goods abroad.

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

You are ... a transportation businessYou generate revenues from ticket sales for trips.

010001100010

001011

You are ... a software companyYou generate revenues from the sale of licences.

You are ... a mobile phone operatorYou generate revenues from usage fees.

You are ... a car repair centreYou generate revenues from the sale of spare parts and repair contracts.

1.  Split up in 10 Teams •  2 #BMGen Canvases •  1 Black-box

(FYI: material is in the box!) 2.  Find your own space and hang two canvases next or on

top of each other: •  Left/Top is past •  Right/Bottom is future

3.  Write in the top-right corner in the designated box: •  Industry •  Past (l) and Future (r)

10 GROUPS | 10 CASES BEFORE YOU START RUNNING AROUND…PREPARATION

Work on the front-stage of the Business Model Canvas past & future •  Value Proposition, •  Customer Segments, •  Customer Relationship, •  Channels, •  Revenue Streams 20 Minuten

Future

10 GROUPS | 10 CASES ENJOY PART 1 (20’)

1x past 1x future

BUZZZZZZZ

Work on the Back-stage of the Business Model Canvas •  Value Proposition, •  Key Activities, •  Key Resources, •  Key Partners, •  Cost Structure 15 Minutes

Future

10 GROUPS | 10 CASES ENJOY PART 2 (15’)

1x past 1x future

BUZZZZZZZ

Clayton Christensen, Harvard Professor & Author

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You may hate gravity, but gravity doesn't care

BUZZZZZZZ

AGENDA

I II III

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AGENDA

I II 1 2 3

PITCH & REFLEXION

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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?

10 GROUPS | 10 CASES PITCH PER GROUP (2’)

UP VJD

DESIGN ALLOWS US TO CREATE AND DELIVER SOLUTIONS BASED ON

PEOPLE’S NEEDS

HUMAN-CENTERED

DON’T FORGET THE RECYCLE BIN

COFFEE-BREAK VALUE PROPOSITION… VIDEO

HORIZONTAL ITERATION

INCREASE INSIGHT

ITERATE ITERATE ITERATE GET SMARTER DURING YOUR JOURNEY

NEW OLD

SHAKEN NOT STIRRED COMBINE THE BEST OF BOTH WORLDS

THE OF G

E T O U T

B U I N G I D L

FURTHER TOOLS SOME

BUSINESS MODEL ENVIRONMENT

VALUE PROPOSITION CANVAS

CUSTOMER JOBS

PRODUCTS & SERVICES

PAIN RELIEVERS

GAIN CREATORS GAINS

QUESTIONS & ANSWERS

INTERESTED? SEND YOUR MOTIVATION WITH CV TO

contact@vujade.com

INTERNSHIP

Eric Hoffer, (July 25, 1902 – May 21, 1983) American social writer and philosopher ”

In times of change learners inherit the earth;

while the learned find themselves beautifully equipped to deal with a

world that no longer exists.

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

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

Online www.vujade.com contact@vujade.com

VujadeLtd

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20140314 #BMgen @ START summit in St. Gallen, Switzerland

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