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Business Model Canvas

This prezi presents the Business Model Canvas adapted from www.businessmodelgeneration.com

Danuvasin Charoen

on 11 October 2018

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Transcript of Business Model Canvas

The Business Model Canvas
Key Partners
Key Activities
Value Propositions
Key Resources
Customer Segments
Revenue Streams
Customer Relationships
Cost Structure
Who are our key partners
Who are our key suppliers?
Which key resources are we acquiring from partners?
Which key activities do partners perform?
Optimization and economy
Reducation of risk uncertainty
Acquisition of particular resources and activities
What key activities do our value propositions require?
Our distribution channels?
Customer relationships?
Revenue streams?
Problem Solving
Platform/Network manageent
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
Which customer needs are we satisfying?
''Getting the job done''
Cost Reducation
Risk Reduction
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
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 revenue?
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?
Which customer needs are we satisfying?
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
Which customer needs are we satisfying?
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?
Intellectual (brand, patents, copyrights, data)
User base
Mass Market
Niche Market
Multi-sided platform
Asset sale
Usage fee
Subscription fees
Brokerage fees
Personal assistance
Dedicated personal assistance
Automated services
Cost-driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing
Value-driven (focused on value creation, premium value proposition)
For whom are we creating value? them?
Who are our most important customers?
Fixed Costs (salaries, rents, utilities)
Variable costs

Their needs require and justify a distinct offer
They are reached through different Distribution Channels
They require different types of relationships
They have substantially different profitabilities
They are willing to pay for different aspects of the offer
Customer can be segmented by:
The bundle of products and services that create value for a specific Customer Segment.
The reason why customers turn to one company over another. It solves a customer problem or satisfies a customer need.
How a company communicates with and reaches its Customer Segments to deliver a Value Proposition
Functions of Channels
Raising awareness among customers about a company’s products and services
Helping customers evaluate a company’s Value Proposition
Allowing customers to purchase specific products and services
Delivering a Value Proposition to customers
Providing post-purchase customer support
The types of relationships a company establishes with specific Customer Segments
The cash a company generates from each Customer Segment (costs must be subtracted from revenues to create earnings)
The most important assets required to make a business model work.
These resources allow an enterprise to create and offer a Value Proposition, reach markets, maintain relationships with Customer Segments, and earn revenues.
The most important things a company must do to make its business model work.
These are the most important actions a company must take to operate successfully.
The network of suppliers and partners that make the business model work.
Companies create alliances to optimize their business models, reduce risk, or acquire resources.
Types of Partnership

Strategic alliance between non-competitors
Coopetition: strategic partnerships between competitors
Joint ventures to develop new businesses
Buyer-supplier relationships to assure reliable suppliers
All costs incurred to operate a business model.
Creating and delivering value, maintaining Customer Relationships, and generating revenue all incur costs.
What is Business Model?
Description of how an organization creates, delivers, and captures value.
Set of planned activities designed to result in a profit in a marketplace.
The different groups of people or organizations an enterprise aims to reach and serve

Whose problem you are trying to solve or needs you are helping satisfy?
Business Model by Danuvasin Charoen, Ph.D., PMP, PMI-ACP (Associate Professor)
Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers by Alexander Osterwalder and Yves Pigneur

7 Questions to assess Business Model
1. Switching Cost -How easy or difficult for customer to switch to another company?

2. Recurring Revenue- Is every sales a new effort (transactional or will it result in follow up revenue?

3. Earn before spend- Are you earning before spending (for production or platform)?

4. Is your cost structure substantially different and better than that of competitiors?

5. Getting others to do the work- How much does your business model get customer or third parties to create value for you?

6. Scalability- How rapidly and how easily can you grow your business model without hitting roadblocks (customer support, infrastructure, etc)?

7. Protection from Competition- How much is your business model protecting your from competition?
Trigger Questions
1. How could we earn revenue if we had to offer our best selling product/service for free?

2. Around which assets could we build a platform business (Wii Game, App Store)?

3. How can we generate more recuring revenues?

4. How could we get others to work for us (for free)?

5. Which strategic partners could we work with to leverage or expand our business model?

6. How could we achieve scalability?

7. How could we dramatically increase switching costs?

8. For which segment-other than our usual ones-could we develop value proposition and expand our business model?

Who customers are and what jobs they are trying to get done?
Ask yourself how you can reach your customers. Ask youself how your customer want to be reached.
Full transcript