20131211 angelday #bm_gen_vujade_lr_v1

© Vujàdé Ltd. – Supporting Forward Thinking

Jasper Bouwsma Founder & CEO Vujàdé Ltd. – Supporting Forward Thinking Zurich, Switzerland 2013.12.11

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BUSINESS MODEL GENERATION A common language to develop and

discuss business models

© Vujàdé Ltd. – Supporting Forward Thinking 2

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.

Looking for new solutions. Critically questioning existing structures and behavior.

Looking at something from a different or an unusual point of view. In other words, Vujàdé stands for innovation.

Photo by: Vujàdé Ltd – Jasper Bouwsma


George Denis Patrick Carlin (May 12, 1937 – June 22, 2008) American stand-up comedian, social critic, actor, and author ”

Do you ever get that strange feeling of vuja de?

Not déjà vu, vuja de. It's the distinct sense that

somehow, something that just happened has never happened before. Nothing seems familiar. And then suddenly the feeling is

gone. Vuja de.

“


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1. CORPORATE CONSULTING

2. START-UP SUPPORT

3. INCUBATION

À PROPOS



Jasper Bouwsma Founder & CEO Vujàdé Ltd.


Jasper Bouwsma is committed to supporting entrepreneurs, start-ups and established companies in bringing their innovation to market successfully.

Through his combination of start-up and corporate activities, Jasper has a unique insight in innovation, the success factors and typical reasons for failure.

Jasper was born and raised in The Netherlands, studied International Business at the University of Maastricht (NL) and University of Fribourg (CH). In addition he took courses in Innovation Strategy and Management at MIT Sloan (Boston, USA) and Stanford Research Institute (Menlo Park, USA).

Until early 2008 he worked for the Swiss national telecommunications provider Swisscom where he initiated and led its incubation activities as Head of Incubation. Autumn 2008 he founded Vujàdé Ltd.

Jasper lives with his wife, two daughters and son outside of Berne.

© Vujàdé Ltd. – Supporting Forward Thinking © Vujàdé Ltd. – Supporting Forward Thinking

TOPIC OUR

FOR TODAY


Business Modeling

© Vujàdé Ltd. – Supporting Forward Thinking Slide | Slide | 11

Alexander Osterwalder A Swiss Business Book author.


Insert Photo of book with Jasper’s Name.

Co-Created by 470 practitioners from 45 countries.


AGENDA


Introduction Business Model Canvas | #BMGen 1

AGENDA

Design Thinking: Prototyping and Iteration 2

Levels of Mastery 3


BUT BEFORE WE

START


COFFEE-BREAK VALUE PROPOSITION… VIDEO


EXPECTATIONS YOUR WHAT ARE ?!



AGENDA


Levels of Mastery 3



Introduction Business Model Canvas i.

Exercise: Case Study Nespresso #1 ii.

Tips & Tricks | Frequently Committed Mistakes iii.

AGENDA

Exercise: AirBnB & iTunes iv.


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

IS.


BUZZZZZZZ


O C N E S D S


PLEASE EXCUSE MYFRENCH


BUT THAT IS

BLAH BOARD ROOM BLAH BLAH


BULL S#%T BINGO


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


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



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


Albert Szent-Gyorgyi

”

A living cell requires energy not only for all its functions, but also for the maintenance

of its structure.

“

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AGENDA



Case Study Nespresso •  B2C & B2B •  Business Model Portfolio





KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS


VALUE PROPOSITIONS



5’


BUZZZZZZZ


1’

2’ 3’

4’

5’





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


HAS TAKEN A WHILE TO BECOME

SUCCESSFUL…

NESPRESSO


1987

© Vujàdé Ltd. – Supporting Forward Thinking Vujàdé Ltd. – Supporting Forward Thinking

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



TIPS & TRICKS


VISUALIZE YOUR BUSINESS MODEL VIDEO #BMGen – 02


… 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.


KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS


VALUE PROPOSITIONS


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

© Vujàdé Ltd. – Supporting Forward Thinking ”

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

and be in business tomorrow.






AGENDA



Exercise AirBnB & APPLE iTUNES •  B2B •  Product to Service Centric


2 x 3’ EXERCISE

BUSINESS MODEL

THE BUSINESS MODEL CANVASKeyPartners

Project Name Iteration Nr

Channels

www.businessmodelgeneration.comThis work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.

To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send aletter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

Vujàdé Ltd. – Consulting I Start-up Support I IncubationElfenaustrasse 3 I CH-2502 Biel/Bienne I Switzerland +41 32 32 32 300 I [email protected] I www.vujade.comwww.slideshare.net/vujade

KeyActivities

ValueProposition

CustomerRelationship

CustomerSegments

KeyRessources

CostStructure

RevenueStreams

images by Mathilde

images by Mathilde

community

community

catalogue development

catalogue development

employees

employees

worldwide coverage

worldwide coverage

sales & marketing

sales & marketing

platform

platform

pay pal

pay pal

sales & marketing

sales & marketing

photographers

photographers

helpdesk

helpdesk


VALUE PROPOSITIONS

KEY ACTIVITIES

KEY RESOURCES

REVENUE STREAMS COST STRUCTURE

KEY PARTNERS CUSTOMER SEGMENTS


CHANNELS

Images by XPLANE, with warm thanks to Alexander Osterwalder


VALUE PROPOSITIONS

KEY ACTIVITIES

KEY RESOURCES




CHANNELS

Images by Mathilda, with warm thanks to Yves Pigneur


3’


BUZZZZZZZ


1’

2’

3’


VALUE PROPOSITIONS

KEY ACTIVITIES

KEY RESOURCES




CHANNELS

Images by XPLANE, with warm thanks to Alexander Osterwalder


VALUE PROPOSITIONS

KEY ACTIVITIES

KEY RESOURCES




CHANNELS

Images by Mathilda, with warm thanks to Yves Pigneur

© Vujàdé Ltd. – Supporting Forward Thinking © Vujàdé Ltd. – Supporting Forward Thinking Source: http://stamen.com/clients/airbnb

2008


2009


2010


2011


http://www.nytimes.com/2013/11/05/nyregion/the-airbnb-economy-in-new-york-lucrative-but-often-unlawful.html?_r=0

The Airbnb Economy in New York: Lucrative but Often Illegal By ELIZABETH A. HARRIS

… A huge amount of money hangs in the balance of this dispute, including revenue for Airbnb, as well as untold millions in hotel tax dollars that the attorney general says Airbnb has been costing the state every year. Also at stake is a discrete little economy, populated by New Yorkers who make a substantial portion of their income by renting out apartments on a short-term basis through the website, sometimes legally and sometimes not.

November 4th 2013

© Vujàdé Ltd. – Supporting Forward Thinking © Vujàdé Ltd. – Supporting Forward Thinking Source: http://www.tagesanzeiger.ch/wirtschaft/unternehmen-und-konjunktur/Bund-nimmt-ZimmerTeilet-unter-die-Lupe/story/25680550


GETTING FROM BUSINESS IDEA TO BUSINESS MODEL VIDEO AirBnB

http://www.youtube.com/watch?v=PFV5wFF-Y-I


Albert Einstein

The important thing is not to stop questioning.

Curiosity has its own reason for existing.

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AGENDA


Levels of Mastery 3


Design Thinking & BMGen for Incubation 2

Introduction Design Thinking i.

Exercise: a bicycle and USD1’000 ii.

Vujàdé Principles iii.

AGENDA


TRADITIONAL THINKING


DESIGN THINKING


PROTOTYPING


Sergey Brin, Co-Founder Google

”

“The more you stumble around, the more likely you are

to stumble across something valuable.”

“

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PROTOTYPING VIDEO #BMGen – 03


Alexander Osterwalder

”

Once you understand business models you can then start prototyping

business models just like you prototype products.

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DESIGN ALLOWS US TO CREATE AND DELIVER SOLUTIONS BASED ON

PEOPLE’S NEEDS

HUMAN-CENTERED


THE OF G

E T O U T

B U I N G I D L


All truths are easy to understand once they are discovered;

the point is to discover them.

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AGENDA


Exercise You have a bicycle and USD1000.- Prototype: •  3 Business Models in •  3 Minutes


+


3’


BUZZZZZZZ


1’

2’

3’


Albert Einstein

Logic will get you from A to B. Imagination will take you everywhere

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AGENDA





KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS


VALUE PROPOSITIONS

Guess

Guess

Guess Guess Guess

Guess Guess

Guess

Guess

Guess Guess

Guess Guess

Guess

Guess

Guess Guess Guess


Guess Guess Guess


Get your facts first, then you can distort them

as you please.

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VUJÀDÉ PRINCIPLES THINGS WE BASE OUR WORK ON •  ITERATIVE PROCESS

Through iteration you get smarter during your journey. Fail early, fail cheap!

•  SHAKEN NOT STIRED Combine the best of both worlds.

•  HOLY TRINITY Finding the sweet-spot between customer, business, and technology


HORIZONTAL ITERATION

VERT

ICAL

IT

ERAT

ION

INCREASE INSIGHT

ITERATE ITERATE ITERATE GET SMARTER DURING YOUR JOURNEY


NEW OLD

VJD

SHAKEN NOT STIRRED COMBINE THE BEST OF BOTH WORLDS


VUJÀDÉ THINKING (SHAKEN NOT STIRRED)


CUSTOMER

TECHNOLOGY BUSINESS

HOLY TRINITY FINDING THE SWEET-SPOT


HURRY… SLOWLY DEVELOPMENT OF INSIGHTS DURING VENTURES

TIME


DON’T FORGET THE RECYCLE BIN


Steve Jobs ”

“Ultimately, there needs to be some gravitational force that pulls it all together. Otherwise, you can get great pieces of technology all floating around

the universe, but it doesn’t add up to much”

“

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AGENDA


Levels of Mastery 3


ELECTRICITY: 50Y

REFRIGERATOR: 40Y

INTERNET: 20Y

PC: 30Y

MOBILE PHONE: 25Y

DIESE GRAPH SHOWS TWO THINGS: 1) TECHNOLOGIES ARE BEING ADOPTED QUICKER 2) MORE TECHNOLOGIES ARE BEING ADOPTED


FACEBOOK: 7Y

SCHWEIZ: 2’934’700/MONAT

(38.71% DER BEVÖLKERUNG) WELTWEIT: 979’648’940/MONAT (7.2% DER WELTBEVÖLKERUNG)


http://blogs.hbr.org/2013/11/the-pace-of-technology-adoption-is-speeding-up/?utm_source=Socialflow&utm_medium=Tweet&utm_campaign=Socialflow


BUSINESS MODEL MASTERY VIDEO

© Vujàdé Ltd. – Supporting Forward Thinking Slide | Slide | 138

Curt Carlson, SRI International CEO

In exponential times, if you improve your performance incrementally

YOU FALL BEHIND EXPONENTIALLY

”

“


Clayton Christensen, Harvard Professor & Author

”

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You may hate gravity, but gravity doesn't care


WRAP

UP VJD


REFLEXION DOCUMENT ON BIG STATTYS WITHIN YOUR GROUP:

•  #BMGen: OR ? + WHY ?

•  WHAT ARE YOUR 3 LEARNINGS ?

•  WAYGTDOM? WHAT ARE YOU GOING TO DO ON MONDAY ?


Pablo Picasso 1888 - 1973

Spanish painter

”

Action is the foundational key to all success.

“

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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 [email protected]

VujadeLtd

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FURTHER METHODS

SOME


COMPETITIVE ANALYSIS

SUPPLIERS & OTHER

VALUE CHAIN ACTORS

STAKEHOLDERS

COMPETITORS (INCUMBENTS)

NEW ENTRANTS

(INSURGENTS)

SUBSTITUTE PRODUCTS & SERVICES

FORESIGHT

MACRO-ECONOMICS

TECHNOLOGY TRENDS

REGULATORY TRENDS

SOCIETAL & CULTURAL TRENDS

SOCIAL-ECONOMIC TRENDS

KEY TRENDS

GLOBAL MARKET CONDITIONS

CAPITAL MARKETS

COMMODITIES & OTHER RESOURCES

ECONOMIC INFRASTRUCTURE

MACRO ECONOMIC

FORCES

INDUSTRY FORCES

MARKET FORCES

MARKET ANALYSIS MARKET SEGMENTS NEEDS & DEMAND MARKET ISSUES SWITCHING COSTS REVENUE ATTRACTIVENESS


CUSTOMER FOCUS

STRATEGYZER.COM


THE VALUE PROPOSITION CANVAS

CUSTOMER JOBS

PRODUCTS & SERVICES

PAIN RELIEVERS

GAIN CREATORS

GAINS

PAINS

www.businessmodelgeneration.com


THE VALUE PROPOSITION CANVAS

CUSTOMER JOBS

PRODUCTS & SERVICES

PAIN RELIEVERS

GAIN CREATORS

GAINS

PAINS

www.businessmodelgeneration.com

2c

1a 1a

1b

1c

3.a

3.b

3.c 2e

2d

2b 4a

4d

4c

4b

4e

20131211 angelday #bm_gen_vujade_lr_v1

Business

Transcript of 20131211 angelday #bm_gen_vujade_lr_v1