IIBA®, the IIBA® logo, BABOK® and Business Analysis Body of Knowledge® are registered trademarks owned by International Institute of Business Analysis. CBAP® and CCBA® are registered certification marks owned by International Institute of Business Analysis. Certified Business Analysis Professional, Certification of Competency in Business Analysis, Endorsed Education Provider, EEP and the EEP logo are trademarks owned by International Institute of Business Analysis.

BA & Startup: il business model di Jot-to

Vito Savino, IIBA Italy Chapter DD Marketing e CommunicationAlessandro Rogora, IIBA Italy Chapter DD Branch CoordinatorLuigi Pantarotto, IIBA Italy Chapter VP Marketing e Communication

2

Agenda18.30 Welcome & Registration

19.00 Business Model Canvas: dalla teoria alla praticaVito Savino, IIBA Italy Chapter DD Marketing e Communication

19.20 Focus Group: sperimentiamo questa tecnica insiemeAlessandro Rogora, IIBA Italy Chapter DD Branch Coordinator

19.40 Aggiornamento su Innovation Challenge 2016Luigi Pantarotto, IIBA Italy Chapter VP Marketing e Communication

20.00 Networking e chiusura

BusinessModelCanvas:

dalla teoriaalla pratica

4

Business Analysis Core Concept Model

5

6

Utilizzo del Business Model Canvas

A business model canvas describes how an enterprise creates, delivers, and captures value for and from its customers

Sour

ce: B

ABO

K® G

uide

V3

7

Perché è utile il Business Model Canvas?

A business model canvas can be used as a diagnostic and planning tool regarding strategy and initiatives:

• As a diagnostic tool, the various elements of the canvas are used as a lens into the current state of the business, especially with regards to the relative amounts of energy, time, and resources the organization is currently investing in various areas

• As a planning and monitoring tool, the canvas can be used as a guideline and framework for understanding inter-dependencies and priorities among groups and initiatives

Sour

ce: B

ABO

K® G

uide

V3

8

A business model canvas allows for the mapping of programs, projects, and other initiatives (such as recruitment or talent retention) to the strategy of the enterprise

In this capacity, the canvas can be used to view where the enterprise is investing, where a particular initiative fits, and any related initiatives

A business model canvas can also be used to demonstrate where the efforts of various departments and work groups fit and align to the overall strategy of the enterprise

Sour

ce: B

ABO

K® G

uide

V3

Perché è utile il Business Model Canvas?

9

Value proposition

A value proposition represents what acustomer is willing to exchange forhaving their needs met

The proposition may consist of a singleproduct or service, or may be comprisedof a set of goods and services thatare bundled together to address theneeds of a customer or customersegment to help them solve their problem

Sources:BABOK® Guide V3"Value Proposition Design: How to Create Products and Services Customers Want", di Alexander Osterwalder, Yves Pigneur, Greg Bernarda, Alan Smith

10

Customer segments

Customer segments group customers with common needs and attributes so that the enterprise can more effectively and efficiently address the needs of each segment

An organization within an enterprise may consider defining and targeting distinct customer segments based on:

• different needs for each segment

• varying profitability between segments

• different distribution channels, and

• formation and maintenance of customer relationships

Sour

ce: B

ABO

K® G

uide

V3

11

Customer relationships

In general, customer relationships are classified as customer acquisition and customer retention

The methods used in establishing and maintaining customer relationships vary depending on the level of interaction desired and the method of communicationFor example, some relationships can be highly personalized, while others are automated and promote a self-serve approach

The relationships can also be formal or informalOrganizations interact with their customers in different ways depending on the relationship they want to establish and maintain

Sour

ce: B

ABO

K® G

uide

V3

12

Channels

Channels are the different ways an enterprise interacts with and delivers value to its customersSome channels are very communication-oriented (for example, marketing channel), and some are delivery-oriented (for example, distribution channel)Other examples include sales channels and partnering channels

Enterprises use channels to:• raise awareness about their offerings,• help customers evaluate the value proposition,• allow customers to purchase a good or service,• help the enterprise deliver on the value proposition, and• provide support

Sour

ce: B

ABO

K® G

uide

V3

13

Key partnerships

Key partnerships frequently involve some degree of sharing of proprietary information, including technologies

An effective key partnership can, in some cases, lead to more formalized relationships such as mergers and acquisitionsThe benefits in engaging in key partnerships include:• optimization and economy,• reduction of risk and uncertainty,• acquisition of particular resources and activities, and• lack of internal capabilities

Sour

ce: B

ABO

K® G

uide

V3

14

Cost structure

Every entity, product, or activity within an enterprise has an associated cost

Enterprises seek to reduce, minimize, or eliminate costs wherever possible

Reducing costs may increase the profitability of an organization and allow those funds to be used in other ways to create value for the organization and for customersTherefore, it is important to understand the type of business models, the differences in the types of costs and their impact, and where the enterprise is focusing its efforts to reduce costs

Sour

ce: B

ABO

K® G

uide

V3

15

Revenue streams

A revenue stream is a way or method by which revenue comes into an enterprise from each customer segment in exchange for the realization of a value proposition

There are two basic ways revenue is generated for an enterprise:• revenue resulting from a one-time purchase of a good or

service• and recurring revenue from periodic payments for a good,

service, or ongoing support

Sour

ce: B

ABO

K® G

uide

V3

16

Revenue streams

Some types of revenue streams include:• Licensing or Subscription fees: the customer pays for the right

to access a particular asset, either as a one-time fee or as a recurring cost

• Transaction or Usage fees: the customer pays each time they use a good or service

• Sales: the customer is granted ownership rights to a specific product

• Lending, Renting, or Leasing: the customer has temporary rights to use an asset

Sour

ce: B

ABO

K® G

uide

V3

17

SpeechJot-to

Eurisko

E U R I S K O SINOTTICA1

Il SistemaSinottica

E U R I S K O

18

Focus Groups

Purpose

A focus group is a means to elicit ideas and opinions about a specific product, service, or opportunity in an interactive group environment

The participants, guided by a moderator, share their impressions, preferences, and needs

Sour

ce: B

ABO

K® G

uide

V3

19

Focus Groups

Elements

.1 Focus Group Objective

.2 Focus Group Plan

.3 Participants

.4 Discussion Guide

.5 Assign a Moderator and Recorder

.6 Conduct the Focus Group

.7 After the Focus Group

Sour

ce: B

ABO

K® G

uide

V3

20

Focus Groups

.2 Focus Group Plan

The focus group plan defines activities that include:

• Purpose: creating questions that answer the objective, identifying key topics to be discussed, and recommending whether or not discussion guides will be used

• Location: identifying whether the session will be in-person or online, as well as which physical or virtual meeting place will be used

• Logistics: identifying the size and set up of the room, other facilities that may be required, public transportation options, and the time of the session

21

Focus Groups

.2 Focus Group Plan /2

• Participants: identifying the demographics of those actively engaged in the discussion, if any observers are required, and who the moderators and recorders will be. Consideration may also be given to incentives for participants

• Budget: outlining the costs of the session and ensuring that resources are allocated appropriately

• Timelines: establishing the period of time when the session or sessions will be held, as well as when any reports or analysis resulting from the focus group are expected

• Outcomes: identifying how the results will be analyzed and communicated and the intended actions based on the results

22

FocusGroupJot-to

Findyouremotions,feel colored!

23

Jan Feb Mar Apr May Jun Jul Sep Opt Nov Dec

PMBA 5/3

Happy Hour Milan14/4

Study Group16/3

Happy Hour

Genova 20/4

Happy Hour Milan(Jun)

InnovationBootcamp

(Jun)

BAWI24/10

Happy Hour Milan15/11

AGM11/2

IIBA® Italy Chapter 2016,an agenda rich of events!

Happy Hour

Verona(Sep)

BARM13/6

InnovationFinal Event

(Sep)Study Group

Webinar(Sep)

24

Our Contacts

• Join us, contact us: you can participate to our initiatives

• info@italy.iiba.org

• www.italy.iiba.org

http://goo.gl/q5sYt

www.slideshare.net/IIBA-IT

https://twitter.com/iiba_italy

http://www.facebook.com/ItalyIIBA