Stefano Mizio innovits workshop on business model
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InnoVits Workshop on Business Model February 2nd 2012 Stefano Mizio
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Innovits workshop for MBA students and entrepreneurs
Transcript of Stefano Mizio innovits workshop on business model
InnoVits Workshop on Business Model February 2nd 2012
Stefano Mizio
This Talk is Based On
• Business Model Generation
• Steve Blank Blog/materials
• Alexander Osterwalder Blog
• Lean Startup
We are all familiar with Business Plan
Business Plan
1. A document your investors make you write that they don’t read
2. A useful place for you to collect your guesses about your business
• Size of Opportunity
• Customers
• Channel
• Demand Creation
• Revenue/Expenses/Profit
3. The template to look like everyone else when you do present to VC’s
Steve Blank
Product Introduction Model
Concept/ Seed Round
Product Dev.
Alpha/Beta Test
Launch/ 1st Ship
The Leading Cause of Startup Death
Product Introduction Model: Two Implicit Assumptions
Customer Problem : known
Product Features : known
Concept/ Seed Round
Product Dev.
Alpha/Beta Test
Launch/ 1st Ship
What Is a Business Model?
It describes the rationale of how an organization
creates, delivers and captures value
A diagram that shows all the flows between your
company and its customers
All on a single sheet of paper
* Alex Osterwalder
Scalable Startup
Large Company
What’s A Startup?
A Startup is a temporary organization used to search
for a repeatable and scalable business model
Search Execute
Steve Blank
Scalable Startup
Large Company
Transition
- Business Model
- describes “unknowns”
- customer needs
- feature set
- business model
- found by iteration
The Search for the Business Model
Startups Model, Companies Plan
The Execution of the Business Model
Scalable Startup
Large Company
Transition
Business Plan
- describes “knowns”
- features
- customers/markets
- business model
The Execution of the Business Model
Startups Model, Companies Plan
No Business Plan survives first
contact with customers
So Search for a Business Model
Steve Blank
The Business Model:
Any company can be described in 9 building blocks
Alexander Osterwalder
Customers – Offer – Infrastructure - Financial Viability
CUSTOMER SEGMENTS
which customers and users are you serving?
which jobs do they really want to get done?
VALUE PROPOSITIONS
what are you offering them? what is that
getting done for them? do they care?
CHANNELS
how does each customer segment want to be reached?
through which interaction points?
CUSTOMER RELATIONSHIPS
what relationships are you establishing with each segment?
personal? automated? acquisitive? retentive?
REVENUE STREAMS
what are customers really willing to pay for? how?
are you generating transactional or recurring revenues?
KEY RESOURCES
which resources underpin your business model? which
assets are essential?
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KEY ACTIVITIES
which activities do you need to perform well in your
business model? what is crucial?
KEY PARTNERS
which partners and suppliers leverage your model?
who do you need to rely on?
COST STRUCTURE
what is the resulting cost structure?
which key elements drive your costs?
22 images by JAM
customer
segments
key
partners
cost
structure
revenue
streams
channels
customer
relationships
key activities
key
resources
value
proposition
Test
Hypotheses:
• Product
• Market Type
• Competition
Turning Hypotheses to Facts
Test
Hypotheses:
• Problem
• Customer
• User
• Payer
Test Hypotheses:
• Pricing Model / Pricing
