business model canvas sw lisbon14
DESCRIPTION
Business Model Canvas WorkshopTRANSCRIPT
BMC Workshop
André Marquet, Nov 2014
MY VIDEO TUTOR #1 CASE STUDY
1. Think about a cool name that encompasses what you want to provide.
2. Grasp the overall technical ambition to show an MVP on Sunday (negotiate with developers).
3. Braindump by having everyone discuss the level approach towards the solution.
4. Define a roadmap of tasks (use Kanban).
FRIDAY
MY VIDEO TUTOR #2 a.k.a. tutor.co
1. Sketch the first version of BM canvas, research competitors.
2. Design the offline/ online questionnaires.
3. Get out to the street to validate assumptions, and board on potential customers/ users.
4. Plan on how acquire your first customers, incorporate assumptions.
5. Sketch on paper the early user interfaces.
6. Do a landing page, social media.
7. Thinking about systems architecture (e.g. how to integrate w/ FIWARE).
SATURDAY
The offer for the free .CO domain registration can be redeemed at www.go.co/startupweekend using the
following code: SW141103361
VTUTOR.IO #3
1. Sketch the second version of BM canvas.
2. Do the first sales to fools, friends and family
3. If no computer MVP is possible have a mechanical turk one instead
4. Prepare your pitch deck
5. Train your pitch
6. Upload your pitch deck
7. Convince the jury you should win!
SUNDAY
Judging Criteria
ValidationExecution & Design
Business Model
LIFE IS NOT FAIR
Judging Criteria
•Did your team get out and talk to customers? Are you actually solving a problem?
•What’s your clear value proposition to that customer?
ValidationExecution & Design
Business Model
Judging Criteria
•Did you work well as a team? •Do you have a prototype (paper is ok)? •Do you have an MVP to present (can you demo)? •Design Matters!
ValidationExecution & Design
Business Model
Judging Criteria
•Does your solution solve a core need? •Why is it unique? •How will you differentiate yourself from your
competition (did you identify competition)?
ValidationExecution & Design
Business Model
• Project Planning • Business Plan Workshop
Agenda
Business Plan?
No Plan Survives the Impact with Reality
We Need a Leaner Approach
“Design the business model is as much or even more important
that building the product”
Alex Osterwalder
Exercice #1
“Define what is a Business Model in 1 minute”
Exercice #1
“What elements were on your definition?”
Key Activities
Customer Relationship
Customer Segments
Key Partnerships
Cost Structure
Key Resources
Value Proposition Distribution
Channels
Revenue Streams
Only Hypothesis
How to fill it?
Customer Segments
Answer 5 questions
1. Who are our most important customers?
2. Who are our users? 3. Who’s influencing them? Who
decides? 4. Which are the customers’
more important habits? 5. What type of customer
segments should we address?
Persona Example for Customer Segment
• Representation as realistic as possible of the main characteristics of our customers.
• It is recommended to create at least one persona per each customer segment.
Value Proposition
Answer 5 questions
1. What exact problem are we trying to solve?
2. Is this a relevant (real) problem?
3. What is the solution that are developing?
4. How much value are we delivering to the client?
5. Are are the main features of our value proposition?
How to answer them? Testing hypothesis.
How to validate assumptions?
We can use 2 approaches:
• Interviews
• Surveys
Interviews: Solving a Real Problem?
Hypothesis List of problems
Test
Interview 20 people and verify if there is a match between the problems the team has identified and the answers.
It is validated if There is a positive match for the top 5 problems.
Interviews: Creating a Real Solution?
Hypothesis List of solutions
Test
Interview 20 people and verify if there is a match between the solutions the team has identified and the answers.
It is validated if There is a positive match for the top 5 solutions.
Surveys• Serve to test different
hypothesis, namely those related with customer segments, value proposition, distribution channels, partnerships, and revenue streams.
• They are also a good source of email addresses for direct email marketing.
• There are lot of online tools, but you can always do street surveys as well.
Surveys: 5 Best Practices
1. Don’t do more than 10 questions.
2. Ask the most important questions at the beginning of the survey
3. Use direct and clear phrasing
4. Only ask 1 open question per survey.
5. Ask demographic questions at the end of the survey
Distribution Channels
Answer 5 questions
1. How are we going to communicate the value proposition?
2. How are we going to deliver the product to the customer?
3. What are the customer favorite channels?
4. Is there any integration between different channels?
5. What are the channels that deliver the most bang for buck?
Channels StreamMarketing
Sales
Distribution
Post-sales Support
Free Marketing Channels
Company Customer
Web Site
Email Marketing
Blogs
Social Media
Communities
Search Engine Optimization
Viral Marketing
Paid Marketing Channels
Company Customer
PPC
Direct Mail
Tele-Marketing
Search Engine Marketing
Press & Online Advertising
Events & Fairs
TV/ Radio
Sales Channels
Company Customer
Internet
Phone-sales
Sales Force
Value-Added Resellers (VARs)
Agents
Distributors
Retailers
Customer Relationships
Answer 5 questions
1. How are we going to get customers?
2. How are we going to retain customers?
3. How are we going to grow our customer base?
4. What kind of relationship do customers prefer?
5. Is there any integration with the rest of the business model?
Revenue Sources
Answer 5 questions
1. What are types of revenue sources? (examples)
2. What are the pricing models? 3. How much are customers
willing to pay? 4. What customers value the
most? 5. What it the share of each
source on the total revenue?
Leasing
Sale
Pay per usage
Fixed Rent
Pre-paid
Royalties
Freemium
IntermediationAdvertising
Key Activities
Answer 5 questions
1. What are the critical activities of our business?
2. How can they be optimized? 3. Which activities can we
automate? 4. Which activities should we
outsource? 5. Which activities should we
keep doing once in a while to keep in touch with reality?
Key Resources
Answer 5 questions
1. What are the critical resources?
2. How can I minimize risk? 3. What are the common
characteristics of critical resources?
4. How can I obtain my critical resources?
5. How can I keep my critical resources?
Key Partnerships
Answer 5 questions
1. Who are our critical partners? 2. Who are our critical suppliers? 3. Which key resources are we
buying from suppliers and partners?
4. What kind of partnerships should we seek?
5. What is the best cluster/ supply-chain where I should be located?
Cost Structure
Answer 5 questions
1. What is the resulting cost structure?
2. Which resources have the most impact on the costs?
3. What are the most expensive activities?
4. Can you cut some costs via partnerships?
5. Can you have a leaner cost structure?
Nespresso
Exercice #2
NespressoNespresso radically changed the business model of expresso coffee.
Instructions• Each member puts up to 3 post-is on the spaces
corresponding to each component of the Business Model (15 mins)
• Don’t forget to validate the consistency of the model by taking out post-its that are duplicated.
• Point a team leader to do the presentation of the BM
• Present the Business Model to the group (5 mins)
empresas
particulares (fãs do Expresso)
87#
Expresso em Case
empresas
Expresso na Empresa
particulares (fãs do Expresso)
88"
Expresso em Casa
empresas
Expresso na Empresa
particulares (fãs do Expresso)
central telefónica
Nespresso.com
lojas Nespresso
encomenda via correio
…lojas de “retail”
89#
Expresso em Casa
empresas
Expresso na Empresa
particulares (fãs do Expresso)
Clube Nespresso
central telefónica
Nespresso.com
lojas Nespresso
encomenda via correio
…lojas de “retail”
90#
Expresso em Casa
empresas
Expresso na Empresa
particulares (fãs do Expresso)
Clube Nespresso
vendas de maquinas
Nespresso venda de cápsulas
Nespresso
central telefónica
Nespresso.com
lojas Nespresso
encomenda via correio
…lojas de “retail”
91#
Expresso em Casa
empresas
Expresso na Empresa
particulares (fãs do Expresso)
Clube Nespresso
distribuição “B2C”
marketing
produção
vendas de maquinas
Nespresso venda de cápsulas
Nespresso
central telefónica
Nespresso.com
lojas Nespresso
encomenda via correio
…lojas de “retail”
92#
Expresso em Casa
empresas
Expresso na Empresa
particulares (fãs do Expresso)
Clube Nespresso
distribuição “B2C”
marketing
produção
canais de distribuição
patentes instalações de
produção
vendas de maquinas
Nespresso venda de cápsulas
Nespresso
central telefónica
Nespresso.com
lojas Nespresso
encomenda via correio
…lojas de “retail”
93#
Expresso em Casa
empresas
Expresso na Empresa
particulares (fãs do Expresso)
Clube Nespresso
fabricantes de
maquinas de café
distribuição “B2C”
marketing
produção
canais de distribuição
patentes instalações de
produção
vendas de maquinas
Nespresso venda de cápsulas
Nespresso
central telefónica
Nespresso.com
lojas Nespresso
encomenda via correio
…lojas de “retail”
94#
Expresso em Casa
empresas
Expresso na Empresa
particulares (fãs do Expresso)
Clube Nespresso
fabricantes de
maquinas de café
distribuição “B2C”
marketing
produção
canais de distribuição
patentes instalações de
produção
produção
distribuição “B2C” marketing
vendas de maquinas
Nespresso venda de cápsulas
Nespresso
central telefónica
Nespresso.com
lojas Nespresso
encomenda via correio
…lojas de “retail”
95#
NOW GO FOR THE WIN!