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Business Blueprint Presentation [Shared]

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Ali Alatas

on 3 September 2015

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Transcript of Business Blueprint Presentation [Shared]

For every great business that has shaped our world, there are thousands of seemingly great ones that have flopped.
In order to success, a great business needs a great business model – and they are not the same thing.
Your business will meet customers - If they don’t care about the problem your business solves for them, your business will be over.
But even if they do love you, it can fail if your business is not scalable and financially sustainable,
You’ll need to find reliable channels to reach and acquire your customers,
You’ll need to build an infrastructure that won’t collapse as your business begins to grow,
Failing to do just one of the above can mean death to your business – however great your product is.
That’s why you need to define your business model, to map this world of challenges – so it can be tamed and organised. Allowing you to explore it, manage it and plan for it.
What if there was a tool that could help you with this? A tool that allows you to stress test your idea, track and analyse your progress and avoiding breaking the bank along the way.
Your business is failing to this common trap, where it is not a lack of finances – but a lack of planning that is preventing your business from reaching its true potential.
Today, we are going to walk through the Business Blueprint – to help organise your business model and allow your business to shape the world we live in. So you can stop chasing your tail, and start leading your revolution.
Because that’s what you want, right
Blueprint Overview
This is the Business Blueprint; it is just what you need to help create your business model, so let’s dive in and see how it works.
There are 10 components to the Blueprint, and when you get all of them working together you’ll have answered the fundamental questions any business model should solve.
Let’s start here, with the Business Drivers – this is …
The next section to look at is the Costing Structure. As you go through each of the components of the blueprint, you will uncover costs associated with what you do. This section will help you record and keep track of them so you can manage and …
From here, we start looking at the external components of your business model. And where better to start than your Consumer Segments. These are all the people and organisation for which you are creating value.
For each consumer segment you have a specific value proposition. These are the bundles of products and services that you create value for your consumers.
Channels describe through which touch points you are interacting with consumers and delivering value.
The Consumer Engagement outlines the types of relationships you are establishing with your customers and how you are acquiring and retaining them.
Pricing mechanisms through which your business captures value are documented under the Revenue Model.
The Integral Resources show which assets are indispensable in your business model, so you can describe the infrastructure you need to create, deliver and capture value.
The Integral Activities show which things you need to be able to perform well.
And finally, Strategic Partner’s will show who can help leverage your business model - since you won’t own all of the Integral Resources yourself, nor will you be able to perform all Key Activities.
Any business model can be mapped this way - Ten (10) building blocks working to reinforce and strengthen each other.
But before we go through each in detail, let’s show you what a breakthrough business model looks like in action.

Section by Section
run through

It is human nature to respond to others 'WHY' - this is biologically hard-wired into our brain. Use this as the driving force behind your business to show your customers the reason you are in business.

(Need help defining your 'WHY'? Google "Simon Sinek Golden Circle")

Do you want the leanest of cost structures, to provide the lowest priced value proposition to your customers?

Are you focused on value creation, to provide a premium value proposition - superior to all your competitors?
While going through the blueprint you will come across expenses, by listing them here you can actively see where expenses are incurred and apply your business drivers to ensure your momentum is in the right direction.

Costs that occur regardless of the number of sales you make, e.g. Staff, Rent, Utilities, etc.

Costs that occur in line with your sales, e.g. Commission, Cost of Delivery, Consumables, etc.
For whom are you creating value?

Who are your most important consumers?
What value do you deliver to the customer?

Which one of your consumer's problems are you helping solve?

What bundles of products and services are you offering to each Consumer Segment?

Which consumer needs are you satisfying?
Through which Channels do your Consumer Segments want to be reached?

How are you reaching them now?

How are your Channels integrated?

Which ones are most cost-effective?

How are you integrating them with customer routines?
For what value are your consumers 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 Model contribute to overall revenues?
What type of relationship does each of your Consumer Segments expect you to establish and maintain with them?

Which ones have you established?

How are they integrated with the rest of your business model?

What Integral Resources does your Value Proposition require?

Your Distribution Channels

Customer Relationships

Revenue Models
Who are your strategic partners?

Who are your strategic suppliers?

Which Integral Resources are you acquiring from partners?

Which Integral Activities do partners perform?
What Integral Activities does your Value Proposition require?

Your Distribution Channels

Consumer Relationships

Revenue Models
You can think of a business model like a story - a story of how your business will create, deliver and capture value. Just like a story, it can be one that you have heard over and over before.
When undertaking your first attempt, you can focus on what you know best - the value proposition;
Then show who this is targeted at;
Sketch in how you will get it to them;
And how that will generate revenue;
You’ll be providing engagement and love for your business by;
Next you will show what key resources you need to offer all that;
Showing all of the key activities you need to make this function;
And your Strategic Partners will show the external entities that will bring this together for you, like;
Through doing all of this, you will have come up with where all of your costs will come from;
There you go. This is the basics of your first business model – but don’t expect everyone to start flocking to your business just yet.
Predictable business models can work, but rarely give you a competitive advantage – so don’t fall in love with your first ideas.
To compete in a world of competitive business, you need to think harder and embrace alternative ideas.
There is no right or wrong way to do it, just three guidelines to help you get started;

1. Focus on the whole - not just your product, technology or service,

2. Don’t fall in love with your first models – the best concepts are built on clever, unexpected elements, and that comes from creating many less obvious versions,

3. Iterate rapidly, and test early – in the real world!
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