#bmg introduction and workshop for umww @dmexco in cologne

Jasper Bouwsma Founder & CEO Vujàdé Ltd. Köln, Deutschland 2013.09.18

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BUSINESS MODEL GENERATION A common language to develop and discuss business models

IN COLLABORATION WITH

Vu-jà-dé

Vujàdé is the opposite of deja vu and gives the impression that something has not yet taken place, or has never been there.

Vujàdé is the opposite of deja vu and gives the impression that something

has not yet taken place, or has never been there.

In other words, Vujàdé stands for innovation.

Photo by: Vujàdé Ltd – Jasper Bouwsma Phot

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1. CORPORATE CONSULTING

2. START-UP SUPPORT

3. INCUBATION

À PROPOS

PARTNER

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Vujàdé unterstützt Entrepreneure, Start-ups und etablierte Unternehmen bei der erfolgreiche Weiterentwicklung und Vermarktung deren Innovationen.

Durch die Kombination von diversen Start-up und Firmenerfahrungen bringt Jasper einmalige Einsichten in Innovationsstrategie, den typischen Fehltritten und die Erfolgsfaktoren mit.

Jasper, geboren und aufgewachsen in Holland, studierte International Business an der Universität Maastricht (NL) und an der Universität Fribourg (CH). Zusätzlich belegte er Kurse in Innovationsstrategie und Management am MIT Sloan in Boston (USA) und am Stanford Research Institute in Menlo Park (USA).

Bis 2008 arbeitete er für den Schweizer Telekommunikationsanbieter Swisscom,

wo er die Inkubationsaktivitäten als “Head of Incubation” initiierte und führte. Im Herbst 2008 hat er die Vujàdé Ltd. gegründet.

Jasper lebt mit seiner Frau, zwei Töchtern und einem Sohn in der Nähe von Bern.

Jasper Bouwsma Founder & CEO Vujàdé Ltd.

Photo by: Vujàdé Ltd – Jasper Bouwsma

TOPIC OUR

FOR THE NEXT 2 HRS

Business Modeling

Alexander Osterwalder A Swiss Business Book author.

Insert Photo of book with Jasper’s Name.

Co-Created by 470 practitioners from 45 countries.

AGENDA

REFLEXION A NEW GENERATION THE BUSINESS MODEL GENERATION

LET’S GET TO WORK: 5 CASES 5 GROUPS

I II III

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BUT BEFORE WE

EXPECTATIONS YOUR WHAT ARE ?!

AGENDA

I II III

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AGENDA

II III 1 2 3

BUSINESS MODEL GENERATION

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AGENDA

II III 1 2 3

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QUESTION HOW MUCH DOES 1KG COFFEE COST

CHF6.95

CHF95.-

WHY HAS NESPRESSO BEEN SO SUCCESSFUL?

NESPRESSO CHANGED THE

BUSINESS MODEL FOR COFFEE

RESULT 2011 USD3.2B

(BY A SINGLE PRODUCT…)

BUZZ GROUP

DISCUSS & DESCRIBE WHAT YOU THINK

NESPRESSO’S BUSINESS MODEL

BUZZZZZZZ

PLEASE EXCUSE MYFRENCH

BUT THAT IS

BLAH BOARD ROOM BLAH BLAH

BULL SHIT BINGO

Business Model Canvas: Creating a common language for business modeling.

AGENDA

II III 1 2 3

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KEY PARTNERS CUSTOMER SEGMENTS

VALUE PROPOSITIONS

CUSTOMER RELATIONSHIP

CHANNELS

KEY ACTIVITIES

KEY RESOURCES

COST STRUCTURE REVENUE STREAMS

THE BUSINESS MODEL CANVAS

Alexander Osterwalder www.businessmodelgeneration.com

VALUE PROPOSITIONS

CHANNELS

KEY ACTIVITIES

KEY RESOURCES

VALUE PROPOSITIONS

CHANNELS

KEY ACTIVITIES

KEY RESOURCES

VALUE PROPOSITIONS

CHANNELS

KEY ACTIVITIES

KEY RESOURCES

VALUE PROPOSITIONS

CHANNELS

KEY ACTIVITIES

KEY RESOURCES

VALUE PROPOSITIONS

CHANNELS

KEY ACTIVITIES

KEY RESOURCES

VALUE PROPOSITIONS

CHANNELS

KEY ACTIVITIES

KEY RESOURCES

VALUE PROPOSITIONS

CHANNELS

KEY ACTIVITIES

KEY RESOURCES

House- hold

N-Club

Stores

Produc-tion

Marketing

Machine Pro-

ducers

Produc-tion

Distri-bution

Marketing Machine Pods

Call Center N.com

Produc-tion

facilities

Distri-

bution

channel

Retail

Patents IP

(1800+ patents) Business

ANECDOTE

VALUE PROPOSITIONS

CHANNELS

KEY ACTIVITIES

KEY RESOURCES

VALUE PROPOSITIONS

KEY ACTIVITIES

CHANNELS KEY RESOURCES

House- hold

N-Club

Stores

Produc-tion

Marketing

Machine Pro-

ducers

Produc-tion

Distri-bution

Marketing Machine Pods

Call Center N.com

Produc-tion

facilities

Distri-

bution

channel

Retail

Patents IP

(1800+ patents) Business

WHAT IS A BUSINESS MODEL

REVENUE MODEL ≠

BUSINESS MODEL

A BUSINESS MODEL DESCRIBES THE

RATIONALE OF HOW AN ORGANIZATION

CREATES, DELIVERS, AND CAPTURES VALUE

VALUE PROPOSITIONS

CHANNELS

KEY ACTIVITIES

KEY RESOURCES

VALUE PROPOSITIONS

CHANNELS

KEY ACTIVITIES

KEY RESOURCES

AGENDA

II III 1 2 3

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5’ EXERCISE

BUSINESS MODEL

THE BUSINESS MODEL CANVASKeyPartners

Project Name Iteration Nr

Channels

www.businessmodelgeneration.comThis work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.

To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send aletter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

Vujàdé Ltd. – Consulting I Start-up Support I IncubationElfenaustrasse 3 I CH-2502 Biel/Bienne I Switzerland +41 32 32 32 300 I contact@vujade.com I www.vujade.comwww.slideshare.net/vujade

KeyActivities

ValueProposition

CustomerRelationship

CustomerSegments

KeyRessources

CostStructure

RevenueStreams

images by Mathilde

community

catalogue development

employees

worldwide coverage

sales & marketing

platform

pay pal

sales & marketing

photographers

helpdesk

VALUE PROPOSITIONS

KEY ACTIVITIES

KEY RESOURCES

REVENUE STREAMS COST STRUCTURE

CHANNELS

Images by Mathilda, with warm thanks to Yves Pigneur

VALUE PROPOSITIONS

KEY ACTIVITIES

KEY RESOURCES

REVENUE STREAMS COST STRUCTURE

CHANNELS

Images by Mathilda, with warm thanks to Yves Pigneur

BEFORE

WE MOVE

WE SHOULD QUICKLY FINISH

TALKING ABOUT

COFFEE

HAS TAKEN A WHILE TO BECOME

SUCCESSFUL…

NESPRESSO

THE RIGHT BUSINESS MODEL CAN BE THE DIFFERENCE BETWEEN SUCCESS AND

FAILURE FOR EXACTLY THE SAME TECHNOLOGY OR

PRODUCT

WHY WILL NESPRESSO EVEN

BE MORE SUCCESSFUL?

WE ARE MOVING FROM PORTFOLIOS OF PRODUCTS

TO PORTFOLIOS OF

BUSINESS MODELS.

AGENDA

I II III

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AGENDA

LET’S GET TO WORK 5 CASES 5 GROUPS

II 1 2 3

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5GROUPS 5CASES

5 GROUPS | 5 CASES

5 GROUPS | 5 CASES A CHALLENGE FOR EACH…

5 GROUPS | 5 CASES A CHALENGE FOR EACH..

Work on the Frontstage of the Business Model Canvas •  Wertangebote •  Kundensegmente •  Kundenbeziehungen •  Kanäle •  Einnahmequellen 25 Minuten

Vergangenheit

Zukunft

5 GROUPS | 5 CASES ENJOY PART 1 (25’)

Work on the Backstage of the Business Model Canvas •  Wertangebote •  Schlüsselpartner •  Schlüsselaktivitäten •  Schlüsselressourcen •  Kostenstruktur 20 Minutes

Vergangenheit

Zukunft

5 GROUPS | 5 CASES ENJOY PART 2 (20’)

AGENDA

I II III

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AGENDA

I II 1 2 3

PITCH & REFLEXION

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Share your key-findings: •  Bankruptcy or is their a future for your case? •  Will it be easy to face the challenge? •  Was the canvas useful for the group discussion?

5 GROUPS | 5 CASES PITCH PER GROUP (2’)

UP VJD

BUSINESS MODEL ENVIRONMENT

The three layers

A) BUSINESS MODEL LAYER •  Build prototypes for your business model •  Discuss and select the prototype you are going to

further develop

B) HYPOTHESES LAYER •  Quantify your model with hypotheses •  Analyse your enviroment and develop foresights •  Build hypotheses for the market, competitors,

customers and challenges

C) TEST LAYER •  GOOTB!!! •  Test your hypotheses by asking customers and partners •  Iterate your Business Model •  Constantly test your models and reiterate

The stages of an iteractive process

FURTHER METHODS

VALUE PROPOSITION CANVAS

CUSTOMER JOBS

PRODUCTS & SERVICES

PAIN RELIEVERS

GAIN CREATORS GAINS

CUSTOMER FOCUS

STRATEGYZER.COM

CUSTOMER FOCUS

STRATEGYZER.COM

CUSTOMER FOCUS

STRATEGYZER.COM

CUSTOMER FOCUS

STRATEGYZER.COM

CUSTOMER FOCUS

STRATEGYZER.COM

QUESTIONS & ANSWERS

Eric Hoffer, (July 25, 1902 – May 21, 1983) American social writer and philosopher ”

In times of change learners inherit the earth;

while the learned find themselves beautifully equipped to deal with a

world that no longer exists.

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Vujàdé Ltd. Postal Address P.O. Box 4 CH-3257 Grossaffoltern

Visiting Address Elfenaustrasse 3 CH-2502 Biel/Bienne +41 (0)32 32 32 300

Online www.vujade.com contact@vujade.com

VujadeLtd

jàdé

#bmg introduction and workshop for umww @dmexco in cologne

supporting forward thinking

club stores produc

business model environment

tion facilities distri

ii iii photo

yves pigneur vujd

jasper bouwsma vujd

business model

Business

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