Post on 13-Sep-2014
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Connecting people, creating opportunities
Business Model Canvas
Gyles Denn
Connecting people, creating opportunities
Connecting people, creating opportunities
describe, design, challenge, invent, and pivot your business model.
Connecting people, creating opportunities
Connecting people, creating opportunities
What is a Business Model?
A business model describes the rational of how a business creates, delivers and captures value.
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http://www.youtube.com/watch?v=QoAOzMTLP5s
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Customer segments
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For whom are we creating value?
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• 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 profitabilitys
• They are willing to pay for different aspects of the offer
Customer groups represent separate segments if:
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Value proposition
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A Value Proposition creates value for a Customer Segment through a distinct mix of elements tailored to that segment’s needs.
Values may be quantitative (e.g. price, speed of service) or qualitative (e.g. design, customer experience).
Newness Performance Customisation Getting the job done Design
Brand status Cost reduction Price Risk reduction Accessibility Convenience and usability
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What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
Which customer needs are we satisfying?
What bundles of products and services are we offering to each Customer Segment?
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Channels
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How a company communicates with and reaches its Customer Segments to deliver a Value Proposition
• The companies interface with customers.
• Touch points that play an important role in the customer experience.
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a company’s interface with customers. Channels are customer touch points that play an important role in the customer experience.
They serve several functions, including: • 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
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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?
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Customer relationship
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The relationships a company establishes with specific Customer Segments
A company needs to understand the type of relationship it wants to establish with each Customer Segment.
Relationships can range from personal to automated.
Customer relationships will be driven by one of three motivations:
• Customer acquisition • Customer retention • Boosting sales (upselling)
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What type of relationship does each of our Customer want
Segments expect us to establish and maintain with them? Which ones have we established?
How costly are they?
How are they integrated with the rest of our business model?
• Personal assistance• Dedicated personal assistance• Self service
• Automated services• Communities (on-line etc)• Co-creation (write reviews, co design, create content)
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Revenue streams
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The cash generates from each Customer Segment
Two different types of Revenue Streams:
1. Transaction revenues resulting from one-time customer payments
2. Recurring revenues resulting from ongoing payments to either deliver a Value Proposition to customers or provide post-purchase customer support
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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 revenues?
Several ways to generate revenue streams:
• Asset sale• Usage fee• Subscription fee
• Lending/renting/leasing• Licensing• Brokerage fee• Advertising
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Each Revenue Stream might have different pricing mechanisms.
There are two main types of pricing mechanism: fixed and dynamic
• List price• Negotiations• Price per feature• Yield management (hotel rooms, flight seats)• Customer segment (NHS discount, trade prices)• Real time market• Volume dependant• Auction price
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Key resources
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Key Resources are the most important assets required to make a business model work
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What Key Resources do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue Streams?
Key Resources can be categorised as:
• Physical • Intellectual• Human• Financial
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Key activities
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Key Activities describe the most important things a company must do to make its business model work
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What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue Streams?
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Key partnerships
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Key Partnerships describe the network of suppliers and partners that make the business model work
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Companies create alliances to optimise their business models, reduce risk, or acquire resources.
Four different types of partnerships:
1. Strategic alliances between non-competitors 2. Co-opetition: strategic partnerships between
competitors 3. Joint ventures to develop new businesses 4. Buyer-supplier relationships to assure reliable
supplies
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Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
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Cost structure
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The Cost Structure describes all costs incurred to operate a business model
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What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
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Cost Structures characteristics:
Fixed costsVariable costsEconomies of scaleEconomies of scope
Two broad classes of business model Cost Structures:
• cost-driven and
• value-driven • (many business models fall in between these
two extremes):
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PITCH,
CHALLENGE,
PIVOT
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Phone: 0161 359 3050
Email: info@businessgrowthhub.com
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