Agile Australia 2014 | A light saber for your disruptive tool belt: the Business Model Canvas by...
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The Business Model Canvas A light saber for your disruptive tool belt Pete Cohen 17 June 2014
description
This session introduces you to the Business Model Canvas: a shared visual language that allows you to use nine basic building blocks to describe and design any business model. Pete shows how the Business Model Canvas is a useful tool for the entire team to achieve goals within the context of an overall vision. You will walk away knowing how to use the Business Model Canvas to map a business model and how it can be used as a tool to support genuine disruption and incremental innovation. You will also explore Lean Canvas, a variation of the model for entrepreneurs.
Transcript of Agile Australia 2014 | A light saber for your disruptive tool belt: the Business Model Canvas by...
The Business Model
CanvasA light saber for your disruptive tool
belt
Pete Cohen
17 June 2014
Two business analysts walk into a bar…
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www.businessmodelgeneration.com
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Agenda for today
• Why use it?
• Step through the 9 building blocks
of the business model canvas
• Explore a case study - Uber
• Look at some other canvases
including the Lean Canvas
Why use the Business Model Canvas?
A great tool for agile practitioners
• A visual information radiator
• Fosters collaboration
• Encourages holistic thinking
A secret weapon for consulting
• Build context very quickly
Essential for entrepreneurs
“I believe that the life of any
startup can be divided into two
parts:
before product/market fit and
after product/market fit.”- Marc Andreessen
(founder of Netscape)
Essential for intrapreneurs
“...companies …can create massive growth by combining difficult to
replicate assets with entrepreneurial behaviors.”
“A large company can never innovate faster than the market.
But it can innovate better than the market.”
- Scott Anthony(Innosight)
Simple but powerful
• Lightweight – not a hefty document
• Deliberately constrained to avoid
too much detail
• Accessible and portable
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Customer Segments
• Add text here
Who are we creating value for?
Value Proposition
• Add text hereWhat value do we
deliver?
What problem are we solving?
Channels
• Add text here
How do we reach our
customers?
• Add text here
Customer Relationships
What type of relationship does each of our Customer
Segments expect?
How costly are they?
• Add text here
Revenue Streams
What do our customers pay for?
How do they pay?
• Add text here
Key Resources
What key
resources do we require
to deliver value?
• Add text here
Key Activities
What key
activities are done
to deliver value?
• Add text here
Key Partners
Who are our key partners?
• Add text here
Cost Structure
What are our key costs?
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Product Market
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Optimise and accelerate
Learn and pivot
Key Partners
Key Activities
Value Propositions
Customer Relationships
Customer Segments
Key Resources
Channels
Cost Structure Revenue Streams
Wealthy, young people
Exclusive transport at an
affordable priceConvenien
ceOn demand availabil
ityCertainty
Key Partners
Key Activities
Value Propositions
Customer Relationships
Customer Segments
Key Resources
Channels
Cost Structure Revenue Streams
Wealthy, young people
Exclusive transport at an
affordable priceConvenien
ceOn demand availabil
ityCertainty
Social media
Key Partners
Key Activities
Value Propositions
Customer Relationships
Customer Segments
Key Resources
Channels
Cost Structure Revenue Streams
Wealthy, young people
Exclusive transport at an
affordable priceConvenien
ceOn demand availabil
ity
Good service
Certainty
Social media
Trust
Key Partners
Key Activities
Value Propositions
Customer Relationships
Customer Segments
Key Resources
Channels
Cost Structure Revenue Streams
Wealthy, young people
Exclusive transport at an
affordable priceConvenien
ce
Existing drivers
of private transport vehicles
Social media
On demand availabil
ity
Good service
Certainty
Trust
Key Partners
Key Activities
Value Propositions
Customer Relationships
Customer Segments
Key Resources
Channels
Cost Structure Revenue Streams
Wealthy, young people
Exclusive transport at an
affordable priceConvenien
ce
Existing drivers
of private transport vehicles
Social media
On demand availabil
ity
Good service
Certainty
A way to use
‘slack’ resources
Trust
Key Partners
Key Activities
Value Propositions
Customer Relationships
Customer Segments
Key Resources
Channels
Cost Structure Revenue Streams
Wealthy, young people
Exclusive transport at an
affordable priceConvenien
ce
Existing drivers
of private transport vehicles
Social media
On demand availabil
ity
Good service
Certainty
A way to use
‘slack’ resources
Trust
Key Partners
Key Activities
Value Propositions
Customer Relationships
Customer Segments
Key Resources
Channels
Cost Structure Revenue Streams
Wealthy, young people
Exclusive transport at an
affordable priceConvenien
ce
Existing drivers
of private transport vehicles
Social media
On demand availabil
ity
Good service
Certainty Regular people with a car who are
willing to drive
A way to use
‘slack’ resources
Trust
Key Partners
Key Activities
Value Propositions
Customer Relationships
Customer Segments
Key Resources
Channels
Cost Structure Revenue Streams
Wealthy, young people
Exclusive transport at an
affordable priceConvenien
ce
Existing drivers
of private transport vehicles
Social media
On demand availabil
ity
Good service
Certainty Regular people with a car who are
willing to drive
A way to use
‘slack’ resources
Direct
Trust
Key Partners
Key Activities
Value Propositions
Customer Relationships
Customer Segments
Key Resources
Channels
Cost Structure Revenue Streams
Wealthy, young people
Exclusive transport at an
affordable priceConvenien
ce
Existing drivers
of private transport vehicles
Social media
On demand availabil
ity
Good service
Certainty Regular people with a car who are
willing to drive
A way to use
‘slack’ resources
Direct
No commitmen
t
Trust
Key Partners
Key Activities
Value Propositions
Customer Relationships
Customer Segments
Key Resources
Channels
Cost Structure Revenue Streams
Wealthy, young people
Exclusive transport at an
affordable priceConvenien
ce
Existing drivers
of private transport vehicles
Social media
On demand availabil
ity
Good service
Certainty Regular people with a car who are
willing to drive
A way to use
‘slack’ resources
Direct
No commitmen
t
Surge pricing% of
fares
Trust
Key Partners
Key Activities
Value Propositions
Customer Relationships
Customer Segments
Key Resources
Channels
Cost Structure Revenue Streams
Wealthy, young people
Exclusive transport at an
affordable priceConvenien
ce
Existing drivers
of private transport vehicles
Social media
On demand availabil
ity
Good service
Certainty Regular people with a car who are
willing to drive
A way to use
‘slack’ resources
Direct
No commitmen
t
Surge pricing% of
fares
Defending the
company from “anti-
capitalist taxi
protectionism”
Trust
Key Partners
Key Activities
Value Propositions
Customer Relationships
Customer Segments
Key Resources
Channels
Cost Structure Revenue Streams
Wealthy, young people
Exclusive transport at an
affordable priceConvenien
ce
Existing drivers
of private transport vehicles
A way to use
‘slack’ resources
Social media
On demand availabil
ityDirect
No commitmen
t
Incentives
Surge pricing
Defending the
company from “anti-
capitalist taxi
protectionism”Software dev
Hiring
Operations staff
Communitystaff
Good service
Drivers
NFL
AMEX
% of fares
Certainty Regular people with a car who are
willing to drive
Wages
National Cat Day
Trust
Key Partners
Key Activities
Value Propositions
Customer Relationships
Customer Segments
Key Resources
Channels
Cost Structure Revenue Streams
Business people
Taxi license $
$
Convenient
transportIndividua
ls/families
Vehicle
Fuel
Maintenance
Booking service fee
License
Wages
Fares
Booking service
Driving
Drivers
National Cat Day
Key Partners
Key Activities
Value Propositions
Customer Relationships
Customer Segments
Key Resources
Channels
Cost Structure Revenue Streams
Wealthy, young people
Exclusive transport at an
affordable priceConvenien
ce
Existing drivers
of private transport vehicles
A way to use
‘slack’ resources
Social media
On demand availabil
ityDirect
No commitmen
t
Incentives
Surge pricing
Defending the
company from “anti-
capitalist taxi
protectionism”Software dev
Hiring
Operations staff
Communitystaff
Good service
Drivers
NFL
AMEX
% of fares
Certainty Regular people with a car who are
willing to drive
Wages
Bad press
Trust
Criticisms and shortcomings of the business model canvas?
Criticisms and shortcomings
• Where do we capture the other
stuff that comes up in
conversation?
• Competitors
• Where is the detail?
• Work within the constraints – they are
there for a reason
A canvas for every occasion…
Creative Commons
Share - copy and redistribute the material in any medium or format.
Adapt - remix, transform, and build upon the Material for any purpose, even commercially.
Social Enterprise Canvas
Key Resistanc
es
Enterprise
StructureOpportunity as
Hypothesis
Intended Social Impact
Unintended
Consequences
The Experience Canvas
The Lean Canvas
The Lean Canvas
“My main objective with Lean
Canvas was making it as
actionable as possible while
staying entrepreneur-
focused”- Ash Maurya
(Creator of the Lean Canvas)
Test the ‘hypothesis layer’ using
empirical techniques
Problem Solution Unique Value
Proposition
Unfair Advantage
Customer Segments
Key Metrics Channels
Cost Structure Revenue Streams
How are you going to use it?
Adopting the tool
• At the beginning of your next
project
• Get aligned
• As part of your current project or
product development
• A great way to bring new team
members up to speed
Get a free A0 poster of the Business Model Canvas from the DiUS coffee cart!
www.businessmodelgeneration.comwww.leanstack.com
