business model canvas workshop
TRANSCRIPT
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OBJECTIVES• Abi l i ty to substant ia l l y ideate, descr ibe, eva luate and
d iscuss a bus iness model us ing the Bus iness Model Canvas
• Hands-on understanding of user personas and problem scenar ios to ar t icu la te the Of fer ’s key dr ivers
• Hands-on understanding of how to use the A IDA(OR) f ramework to eva luate the ef fect iveness of Customer Relat ionsh ips and Channels
• Understanding of bus iness type and how to eva luate Key Act iv i t ies, Resources, and Par tnersh ips in th is context
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Partners Customer Segments
Value Propositions
Key Activities Customer Relationships
ChannelsKey Resources
Cost Structure Revenue Streams
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Partners Customer Segments
Value Propositions
Key Activities Customer Relationships
ChannelsKey Resources
Cost Structure Revenue Streams
Infrastructure CustomersOffering
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Partners Customer Segments
Value Propositions
Key Activities Customer Relationships
ChannelsKey Resources
Cost Structure Revenue Streams
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Partners
Revenue Streams
Channels
Value Propositions
Problem Scenarios
Alternatives Your Value
Propositions
Customer Segments
Key Activities Customer Relationships
Key Resources
Cost Structure
SEE
FEEL
DO
THINK
AIDAOR
AIDAOR
Infrastructure Customer Product
Infrastructure Customer Product
Infrastructure Customer Product
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Partners Customer Segments
Value Propositions
Key Activities Customer Relationships
ChannelsKey Resources
Cost Structure Revenue Streams
WWW.GHIABI.COM
Partners Customer Segments
Value Propositions
Key Activities Customer Relationships
ChannelsKey Resources
Cost Structure Revenue Streams
SEE
FEEL
DO
THINK
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EXERCISE \\ PERSONA CREAT ION• L is t a t least 3 personas
• Hassan the middle manager
• Maryam the work ing mom
• Maj id the sa les mane
• Which are Buyers? Users? Both?
• Can you th ink of 5 rea l examples for each?
• Which have the most compel l ing need? sor t top to bot tom
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Partners Customer Segments
Value Propositions
Key Activities Customer Relationships
ChannelsKey Resources
Cost Structure Revenue Streams
SEE
FEEL
DO
THINK
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Partners Customer Segments
Value Propositions
Problem Scenarios
Alternatives Your Value
Propositions
Key Activities Customer Relationships
ChannelsKey Resources
Cost Structure Revenue Streams
SEE
FEEL
DO
THINK
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EXERCISE \\ VALUE PROPOSIT IONS• Bra instorm Problem Scenar io-A l ternat ive-Va lue
Proposi t ions Tr ios
• Problem: Maryam would l ike to be more st ructured and cons is tent in her use of a l lowances to teach the l ink between work and f inancia l rewards.
• Alternative: Track the complet ion of chores, homework, etc, manual ly us ing paper, boards, notes on her phone.
• Value Proposit ion: Use our app to eas i ly and cons is tent ly implement best pract ices ta i lo red to your s i tuat ion.
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PEER PRESENTAT ION• For [ ta rget customer ] who [s tatement of the need or
oppor tun i ty ] , the [product name] is a [product category ] that [s tatement of key benefit/ key reason to buy] . un l ike [pr imary a l ternat ive] , our product [s tatement of pr imary d i f fe rent ia t ion] .
• EXAMPLE: For [h i r ing managers] who [need to eva luate technica l ta lent ] , [EnableQuiz ] is a [ ta lent assessment system] that [a l lows for qu ick and easy assessment of top ica l understanding in key engineer ing top ics] . Unl ike [ formal cer t i ficat ions or ad hoc quest ions] , our product [a l lows for l ightweight but cons is tent assessments of technica l ta lent ] .
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Value Propositions
Problem Scenarios
Alternatives Your Value
Propositions
Partners Customer Segments
Key Activities Customer Relationships
ChannelsKey Resources
Cost Structure Revenue Streams
SEE
FEEL
DO
THINK
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Value Propositions
Problem Scenarios
Alternatives Your Value
Propositions
Partners Customer Segments
Key Activities Customer Relationships
ChannelsKey Resources
Cost Structure Revenue Streams
SEE
FEEL
DO
THINK
AIDAOR
AIDAOR
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AIDAORA t tent ion Interest Desi re Act ion Onboard ing Retent ion
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EXERCISE \\ CUSTOMER RELAT IONSHIPS• Get t ing star ted
• Bounce of f your take on A IDA(OR)
• Decouple any concierge/hand-hold ing act ions you use for d iscovery f rom your target s teady state
• Var ia t ion by segment?
• How wi l l you know i f i t ’s work ing?
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EXERCISE \\ CHANNELS
• Get t ing star ted
• Bounce of f your take on A IDA(OR)
• Var ia t ion by segment?
• How wi l l you know i f i t ’s work ing?
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PEER PRESENTAT ION
• What ’s the A IDAOR journey?
• How do the Relat ionsh ips & Channels work for that?
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Channels
Value Propositions
Problem Scenarios
Alternatives Your Value
Propositions
Partners Customer Segments
Key Activities Customer Relationships
Key Resources
Cost Structure Revenue Streams
SEE
FEEL
DO
THINK
AIDAOR
AIDAOR
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Channels
Value Propositions
Problem Scenarios
Alternatives Your Value
Propositions
Partners Customer Segments
Key Activities Customer Relationships
Key Resources
Cost Structure Revenue Streams
SEE
FEEL
DO
THINK
AIDAOR
AIDAOR
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PEER PRESENTAT ION
• Where are you prov id ing va lue? When?
• How does the customer ’s percept ion of va lue change over the course of the i r exper ience wi th the product?
• How wi l l you co l lect revenue, admin is t ra t ive ly?
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Revenue Streams
Channels
Value Propositions
Problem Scenarios
Alternatives Your Value
Propositions
Partners Customer Segments
Key Activities Customer Relationships
Key Resources
Cost Structure
SEE
FEEL
DO
THINK
AIDAOR
AIDAOR
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Revenue Streams
Channels
Value Propositions
Problem Scenarios
Alternatives Your Value
Propositions
Partners Customer Segments
Key Activities Customer Relationships
Key Resources
Cost Structure
SEE
FEEL
DO
THINK
AIDAOR
AIDAOR
Infrastructure Customer Product
Infrastructure Customer Product
Infrastructure Customer Product
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BUSINESS MODEL TYPES
• In f rast ructure Dr iven
• Scope Dr iven
• Product Dr iven
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EXERCISE \\ KEY ACTIV IT IES• Get t ing star ted
• Bounce of f your bus iness type
• What is par t icu lar, s t ra teg ic to your bus iness model?
• How wi l l you do these th ings?
• W i l l par tners be invo lved? Should they be?
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EXERCISE \\ KEY RESOURCES
• Get t ing star ted
• Bounce of f your bus iness type
• What is par t icu lar, s t ra teg ic to your bus iness model?
• How wi l l you get i t?
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EXERCISE \\ KEY PARTNERSHIPS• Get t ing star ted
• Bounce of f your bus iness type
• What is par t icu lar, s t ra teg ic to your bus iness model?
• Are you comparat ive ly good at i t?
• Where wi l l par tners make the bus iness b igger and more ef fect ive?
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Partners
Revenue Streams
Channels
Value Propositions
Problem Scenarios
Alternatives Your Value
Propositions
Customer Segments
Key Activities Customer Relationships
Key Resources
Cost Structure
SEE
FEEL
DO
THINK
AIDAOR
AIDAOR
Infrastructure Customer Product
Infrastructure Customer Product
Infrastructure Customer Product
WWW.GHIABI.COM
Partners
Revenue Streams
Channels
Value Propositions
Problem Scenarios
Alternatives Your Value
Propositions
Customer Segments
Key Activities Customer Relationships
Key Resources
Cost Structure
SEE
FEEL
DO
THINK
AIDAOR
AIDAOR
Infrastructure Customer Product
Infrastructure Customer Product
Infrastructure Customer Product
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EXERCISE \\ COST STRUCTURE• Get t ing star ted
• How do you min imize? Use of par tners? Of f the she l f tech/ components?
• How do you defer aga inst customer deve lopment mi lestones?
• How do you l ink to revenues?
• Which are fixed vs. var iab le? How do they re la ted to revenues?
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PEER PRESENTAT ION
• What ’s your bus iness type ( in f rast ructure, scope, product )?
• What are the major cost dr ivers and l inkages? How do they t ie to revenue?
• How do the key act iv i t ies, resources,and par tnersh ips he lp that?
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PRESENTAT ION INSPIRED BY
Cowan Publ ish ing
www.a lexandercowan.com
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