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BUSINESS MODELS
BEYOND PROFITAlex Osterwalder, PhD
www.businessmodelgeneration.comTwitter: business_design
how to systematically build
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sponsored by
this was a three hour lecture given atJacobs University, Bremen, in the context
ofimpACT3- a pan-European student
competition for social entrepreneurship
www.act-for-impact.net
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the world used to be divided into
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giving
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and taking
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Ive found that investorstypically have two pockets,
one for donations and one formaximizing profits
Matt Scott, co-founder COSMOS Ignite
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social impactpotential+
old schoolnot-for-profit
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profitpotential
+
social impactpotential+
old schoolnot-for-profit
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profitpotential
+
social impactpotential+
old schoolcorporation
old schoolnot-for-profit
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profitpotential
+
social impactpotential+
old schoolcorporation
old schoolnot-for-profit
x
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Business mustbe for profit but
profit must alsobe for purpose
Mads Kjaerco-founder MYC4
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profitpotential
+
+
old schoolcorporations
old school not-for-profits
new school ofconscientiousentrepreneurs
social impactpotential
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interesting?
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interesting?
YES?
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so
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we need new tools to come-up withbusiness models beyond profit
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my mission today is
to help you
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systematically
look at business
models
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and learn how to
develop business
models
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what do business modelshave to do with social &
environmental impact?
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its key if you want to
come up with innovative
ways to do good ANDdo well
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outline
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outlineapproach
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outlineapproach patterns
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outlineapproach attitudeatterns
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outlineapproach attitude processatterns
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approach
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does
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have a business model?
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have a business model?
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have a business model?
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have a business model?
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have a business model?
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have a business model?
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buzz
group
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discuss with your neighbor
what a business model is andwrite down your definition
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which elements did you
mention when you defined abusiness model? ?
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there is a lack of definition
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few companies understand their
existing business model well enough
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so we came up with a way to masterbusiness models through
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BUSINESS MODEL
CANVAS
the
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Def_Business Modela business model describes
the rationale of how an
organization creates, delivers,
and captures value
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the 9 building blocks of a business model
images by JAM
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CUSTOMER SEGMENTS
images by JAM
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VALUE PROPOSITIONS
images by JAM
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CHANNELS
images by JAM
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CUSTOMER RELATIONSHIOPS
images by JAM
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REVENUE STREAMS
images by JAM
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KEY RESOURCES
images by JAM
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KEY ACTIVITIES
images by JAM
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KEY PARTNERS
images by JAM
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COST STRUCTURE
images by JAM
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customersegments
keypartners
coststructure
revenuestreamsdistribution
channels
customerrelationships
keyactivities
keyresources
valueproposition
images by JAM
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images by JAM
customersegments
keypartners
coststructure
revenuestreamsdistribution
channels
customerrelationships
keyactivities
keyresources
valueproposition
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images by JAM
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS
CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIES
PARTNERNETWORK
KEYRESOURCES
OVERLAY
images by JAM
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS
CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIES
PARTNERNETWORK
KEYRESOURCES
OVERLAY
images by JAM
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
THE BUSINESS MODEL CANVAS
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
THE BUSINESS MODEL CANVAS
buildingblock
buildingblock
buildingblock
buildingblock
buildingblock
buildingblock
buildingblock
building
block
buildingblock
buildingblock
buildingblock
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example
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
s business model
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wealthywesterners
OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
s business model
Kiva.org
lendtopoor
entrepreneurs
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local
microfinance
institutions
poorentrepreneurs
wealthywesterners
OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
s business model
Kiva.orgloans
lendtopoor
entrepreneurs
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local
microfinance
institutions
poorentrepreneurs
wealthywesterners
OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
s business model
Kiva.orgloans
lendtopoor
entrepreneurs
optional
donationson
topofloan
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local
microfinance
institutions
poorentrepreneurs
wealthywesterners
OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
s business model
Kiva.org
Kiva.orgPlatform
loans
lendtopoor
entrepreneursmanaging
platform
optional
donationson
topofloan
riskmanagement
screening
MF
institutions
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local
microfinance
institutions
poorentrepreneurs
wealthywesterners
OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
s business model
Kiva.org
Kiva.orgPlatform
loans
lendtopoor
entrepreneurs
Paypal
managingplatform
optional
donationson
topofloan
local
microfinance
institutions
riskmanagement
screening
MF
institutions
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local
microfinance
institutions
poorentrepreneurs
wealthywesterners
OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
s business model
Kiva.org
Kiva.orgPlatform
riskmanagement
loans
lendtopoor
entrepreneurs
Paypal
managingplatform
optional
donationson
topofloan
local
microfinance
institutions
riskmanagement
screening
MF
institutions
platformscreening
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the Canvas is ahandy tool
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breakout
session
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map out the renowned businessmodel of
8/8/2019 Modelo de Negocio Beyond Profit
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b i d l
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
s business model
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a rough sketch of Grameen Bank
b i d l
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
s business model
poorentrepreneurs
branches
personal
micro-loans
b i d l
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
s business model
poorentrepreneurs
branches
personal
micro-loans
interestrates
b i d l
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
s business model
poorentrepreneurs
branches
personal
micro-loans
capital
branchesbrand/trust
lending &collectingpayments
riskmanagement
government
interestrates
b i d l
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
s business model
poorentrepreneurs
branches
personal
micro-loans
capital
branchesbrand/trust
lending &collectingpayments
riskmanagement
government
people
capitalcosts
interestrates
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B patterns
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pattern in architecture is theidea of capturing architectural
design ideas as archetypicaland reusable descriptions
Christopher Alexandert, Architect
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buzz
group
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how does a donor-
funded business modellook like? ?
3rd party funded business models
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
3rd party-funded business models
donorproposal
donations
proposalwriting
3rd party funded business models
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
3rd party-funded business models
donor
recipient
proposal
mission
donations
reputation
proposalwriting
3rd party funded business models
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
3rd party-funded business models
donor
recipient
proposal
mission
donations
reputation
proposalwriting
tendencyto
focuson
donor(mon
ey
source)
nodirect
$feedback
frombenef
iciary
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The dependence of nonprofitson begging oops, I mean
fundraising limits the sectors
self-respect, independence,vision, and impact
Michael Shuman, author of Going Local
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example
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Iqbal Quadirhad adream
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customer funded business model
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
mobileconnectivity
customer-funded business model
customer-funded business model
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
mobileconnectivity
networkmanagement
network
Telenor license
networkmanagement
customer-funded business model
customer-funded business model
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
mobileconnectivity
villagers
networkmanagement
network
Telenor license
networkmanagement
customer-funded business model
howdoyouprovideconnectivitytovillagerswhentheyaretoopoortobuyaphone?
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customer-funded business model
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
incomeopportunity
mobileconnectivity
villagers
phone ladies
phoneladies
Grameen branches
GrameenBank
networkmanagement
network
Telenor license
networkmanagement
customer-funded business model
customer-funded business model
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
incomeopportunity
mobileconnectivity
villagers
phone ladies
phoneladies
Grameen branches
GrameenBank
communicationrevenues
networkmanagement
network
Telenor license
networkmanagement
customer-funded business model
RESULTS
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RESULTS
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Rashmi, 24Bangladeshivillage phone lady
2-3 $ daily income
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there are about 250000women retailing telephone
services in 60000 villagesgiving access to about 100
million people
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the 250000 telephones areproducing revenues at an
annual rate of well over $100million for GrameenPhone
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each entrepreneur makesabout $2 in profits per day
or about $700 per year
design from the customer perspective
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
design from the customer perspective
blended value / triple bottom line
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blended value / triple bottom line
social and environmental cost
blended value / triple bottom line
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blended value / triple bottom line
social and environmental benefitsocial and environmental cost
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C attitude
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If you freeze to an idea too quickly,you fall in love with it. If you refine ittoo quickly, you become attached to
it and it becomes very hard to keepexploring, to keep looking for better.
Jim Glymph, Gehry Partners
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business model prototyping
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business model prototyping
napkin sketch
business model prototyping
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business model prototyping
napkin sketch Canvas
business model prototyping
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business model prototyping
napkin sketch Canvas business case
business model prototyping
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business model prototyping
napkin sketch Canvas business case field test
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key is: finding
the appropriate
business model
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so you need to
generate
options first!
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buzz
group
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asilly exercise
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the silly cow
exercise
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Muuuuhhhh
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sketch out
3 businessmodels..
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in which I,the cow, play
the main act!
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lets look at some examples
cows-for-advertising
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cows for advertising
rent-a-cow-for-the-weekend
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rent a cow for the weekend
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got it?
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you got 2 minutes!
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you got 2 minutes!
GO!
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example
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s business model
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OFFER
DISTRIBUTIONCHANNELS
CUSTOMERRELATIONSHIPS CUSTOMERSEGMENTS
REVENUE STREAMSOST STRUCTURE
KEYACTIVITIESPARTNERNETWORK
KEYRESOURCES
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D process
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mobilizeset the stage
five phases of business model design
fi h f b i d l d i
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understandimmersion
mobilizeset the stage
five phases of business model design
fi h f b i d l d i
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designinquiry
understandimmersion
mobilizeset the stage
five phases of business model design
fi h f b i d l d i
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implement
executiondesign
inquiryunderstand
immersionmobilize
set the stage
five phases of business model design
fi h f b i d l d i
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manage
evolutionimplement
executiondesign
inquiryunderstand
immersionmobilize
set the stage
five phases of business model design
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141
financial
spreadsheets
environmentanalysis
implementation
roadmap
SWOT anduncertainty
analysis
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www.businessmodelgeneration.com
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