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Business Model Generation

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on 26 March 2014

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Transcript of Business Model Generation

Business Models
Customer Relationships
Customer Segments
Channels
Value Proposition
Revenues
Key Resources
Key Activities
Key Partners
Costs
A business model describes the basis on which a company
creates
delivers
attracts
The
BUSINESS MODEL CANVAS
is a tool to:
describe
an established company and/or its competitors business models
think about
a business model
innovate
from an existing business model
develop a
startup
business model
Divided into 9 boxes
Logic structure of a company
HOMOGENEOUS
groups of people who the company offers its
VALUE PROPOSITION
VALUE
Brief summary of the class
1. Describe what is a business model
2. Analyze a tool to describe and design business models - through examples
3. Some must-read bibliography
What is a business model?
CUSTOMERS vs USERS
USERS (don't pay)
CUSTOMERS (those who pay)
Anyone can have an account for free
The companies pay to acquire traffic to its websites or blogs
You don't even need to have an account to search into amazon.com
Once you buy, you become a customer; but amazon.com has more customers: those who sell products to the buyers - amazon.com is a MARKETPLACE
You don't need to be registered at Linkedin to watch public profiles
Free users
- are non-paying customers that can become premium users
Premium users
- pay for more services
Companies
- pay for corporate services and segmented info about users

SMALLER SEGMENTS
The BIGGEST homogeneous group of customers
Professionals
SMALLER segments
Professionals seeking jobs
Companies
Distinguish between customers and users
Split broad customer segments into smaller ones
Sales Executives
You could think, anyone who wants a car
Car buyers with some special taste for beauty and security (and money)
Anyone who wants to buy almost anything
Categories
Understand differences between segments
Deeply understand what makes a segment different from another one
Different needs = different offer
Distribution channels to reach them
Relationships
Profitability
They will pay (or not) for different parts of our offer
THINK WHY ARE THEY GOING TO BUY MY PRODUCT:
What jobs or activities need a customer segment to be done
Pains
Desirable Gains
Type of market
Mass markets
Niche markets
Multi-sided platforms
Segmented
Diversified
Each type of market need different focus on customer segments
Why are you different?
Why are you worth getting attention?
Try to answer these questions...
Be different..
Answer: who, why and finally what and how
Target early adopters
Study other good Value Propositions
Examples
1. Get jobs done

2. Alleviate customer pains

3. Create customer gains
Answering these questions will define your
Value Proposition
Derive your VP from the
#1 problem your customer have
Be different, but make sure your difference matters
If you are creating some disruptive product or service that is going to change the world...
1.
Forget the mainstream customer

2. Minimum Viable Product (MVP) =
test VP

3.
Vision
instead of
product

4.
Interact
with your
early adopters

5.
Reach the mainstream customers
NOVELTY
Needs unknown before appearing this product or service (mobile phones)
Improve performance
In technology, you can find several examples (PC's, Tablets, Mobile Phones, etc.)
Customization
Adapt products and services to the specific needs of a customer (car industry)
Design
As a sole value proposition, even more than functionality (fashion, jewelry)
Price
Low cost models (flights, discount retail)
Access
Offer products and services to customers that weren't able to get them before (hourly car rentals, internet via satellite)
The ways a company use to REACH the customers and DELIVER its value proposition
Inform customers
Customers evaluate VP
Sell the VP
Deliver products/services
Customer service
How the company CONNECTS with each customer segment
Attract
Loyalty
Cross-selling and up-selling
Personal attention
Exclusive personal attention
Communities
Automatic services
My customers will PAY for the VALUE created for them
Selling
Products

Books
Electronic Devices
Music
Cars
Property Transfer
Pay per use
Hotels
Pay per click (Google)
SERVICES
Transport (Flights)
The more you use them the more you pay for them
Courier services
Subscription
Gym
SERVICES
Mobile
communications
Pay and use without limitations; very common in internet (freemium models )
Internet
FREEMIUM MODELS
FREE
basic pack of services
Pre
MIUM
accounts with additional services
Subscription
Lend/Rent/Lease
Car rental
ASSETS
Real Estate
Pay and exclusively use the asset during a specific period of time
Football Players
Licenses
Advertisement
The strategic ASSETS a business model needs to function
Physical
Intellectual
Human
Economical
The crucial things the business needs to do to deliver on its propositions and make the rest of the business work
Production
R & D
Marketing
Logistics
Maintenance
Internet
platform

What things that you don’t do are key to the business? What partners are most critical?
Strategic alliances
Coopetition
Joint Ventures
Suppliers
It's time to translate our Value Proposition, our activities, resources and partnerships into COSTS
Fixed vs Variable
Fixed costs
Not depending on the production amount
Office expenses
Lawyers
Certain types of personnel costs
Variable costs
Direct relationship between production and these costs
Personnel for the production
Raw materials
Electricity (in manufacturing)
Important
Watch out if the costs are "more fixed" or "more linear" with your scaling
Must-read bibliography
Business Model Generation
Osterwalder & Pigneur
Lean Startup
Eric Ries
Lean Canvas
Ash Maurya
The Startup's Owner Manual
Steve Blank
The Art of the Start
Guy Kawasaki
Beyond today!!
vepascual@gmail.com

@vicente_esteve

vicentesteve.wordpress.com
Mobile App
Full transcript