Training manual - Business Model Canvas
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Transcript of Training manual - Business Model Canvas
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Training Manual -
Business Model Generation
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Business Model A business model describes the rationale of how an organization creates, delivers, and captures value. All the Business Models can be outlined in a unique frame, the Business Model Canvas. The Business Model Canvas
The Business Model Canvas is a tool that allows to map existing business models, improve them, and invent new ones. It is composed by 9 building blocks:
1. Customer Segments 2. Value Proposition 3. Channels
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4. Customer relationships 5. Revenue streams 6. Key Resources 7. Key activities 8. Key Partners 9. Cost Structure
1. Customer Segments
• For whom are we creating value?
• Who are our most important customers?
Examples:
o Mass market o Niche market o Segmented o Diversified o Multi-sided platform
2. Value Proposition
• What value do we deliver to the customer?
• Which one of our customer’s problems are we helping to solve?
• What bundles of products and services are we offering to each Customer Segment?
• Which customer needs are we satisfying?
Examples:
o Newness o Performance o Customization o “Getting the Job Done”
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o Design o Brand/Status o Price o Cost Reduction o Risk Reduction o Accessibility o Convenience/Usability
3. Channels
• Through which Channels do our Customer Segments want to be reached?
• How are we reaching them now?
• How are our Channels integrated?
• Which ones work best?
• Which ones are most cost efficient?
• How are we integrating them with customer routines?
Examples:
1. Awareness - How do we raise awareness about our company’s products and services? 2. Evaluation - How do we help customers evaluate our organization’s Value Proposition? 3. Purchase – How do we allow our customers to purchase our services or products? 4. Delivery - How do we deliver a Value Proposition to customers? 5. After sales - How do we provide post-purchase customer support?
4. Customer Relationships
• What type of relationship does each of our Customer Segments expect us to establish and maintain with them?
• Which ones have we established?
• How are they integrated with the rest of our business model?
• How costly are they? Examples:
o Personal assistance
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o Dedicated Personal Assistance o Self-Service o Automated Services o Communities o Co-creation
5. Revenue Streams
• For what value are our customers really
willing to pay?
• For what do they currently pay? • How are they currently paying?
• How would they prefer to pay?
• How much does each Revenue Stream contribute to overall revenues?
Examples:
o Asset sale o Usage fee o Subscription Fees o Lending/Renting/Leasing o Licensing o Brokerage fees o Advertising
6. Key Resources
• What Key Resources do our Value
Propositions require?
• Our Distribution Channels? Customer Relationships?
• Revenue Streams?
Examples:
o Physical o Intellectual (brand patents, copyrights, data) o Human
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o Financial 7. Key activities
• What Key Activities do our Value
Propositions require?
• Our Distribution Channels?
• Customer Relationships? • Revenue streams?
Examples:
o Production o Problem Solving o Platform/Network
8. Key Partnerships
• Who are our Key Partners?
• Who are our key suppliers?
• Which Key Resources are we acquiring from partners?
• Which Key Activities do partners perform?
Motivations for partnerships:
o Optimization and economy o Reduction of risk and uncertainty o Acquisition of particular resources and activities
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9. Cost Structure
o What are the most important costs
inherent in our business model? o Which Key Resources are most
expensive? o Which Key Activities are most
expensive?
Some examples of Business Models:
Long Tail - selling less of more
Offers a large number of niche products;
Low inventory costs and strong platforms to make niche content readily available to interested buyers.
Multi-sided platform
Brings together two or more distinct but interdependent groups of customers;
Generates value to one group of customers only if the other groups of customers are also present;
The platform creates value by facilitating interactions between the different groups.
Blades-and-razor model
Consumer purchases a low-margin item like a razor handle or inkjet printer. Sale of necessary consumables such as replacement blades or ink are sold at a very high markup.
Cheap chic
Marketing of stylish but inexpensive merchandise. Typically allows for high
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margins because merchandise sells at low price points but has an expensive feel.
Multilevel marketing
Leverage friends, family, and other personal networks to recommend products and act as a sales force. Works best for products needing recommendation to facilitate purchase.
Franchise
Sell the right to use the business model in exchange for a percentage of revenues.
Software as a
Service
Subscription model
One of the most popular models because of the recurrent revenue. Typically involves creating a significant asset and renting a piece of it.
Freemium
Product is offered for free. Typically 8% of users upgrade to become paying customers of virtual goods or to get expanded access.
How to go:
1. You have an idea; 2. Start structuring it in your Business Model Canvas. Generate several non-refined hypothesis.
Try others Business Models on your idea; 3. Test: Get out of the building and validate each one of your building blocks; 4. Reformulate: The Business Model is not a static tool. Your learnings must be incorporated.
Look for continuous innovation and improvement. Important final notes:
o Sometimes, the innovation is in the Business Model and not in the product or service; o The Business Model might make the difference between failing and succeeding – Remember
Nespresso! Recommended book:
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