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Per Hkansson @perhakansson [email protected]
[How to make almost anything]
About Per Hkansson
Accelerated learning experiences around tech innovation and business transformation
Guest lecturer at Hyper Island, LMU, UCLA Google learning and development partner Previously early employee at Icon Medialab, Yahoo! & Blurb Living in San Francisco; enjoying tennis, food and travels
Theres just a tremendous amount of craftsmanship in between a great idea and a great product. And as you evolve that great idea, it changes and grows. It never comes out like it starts because you learn a lot more as you get into the subtleties of it.
And you also find there are tremendous tradeoffs that you have to make.
Steve Jobs in 1995
Ideas need help to see the light of day. Instead of analysing needs and wants we can feel into what we need help with. The
method is called Job to be done.
Exercise: Spend a few minutes individually, writing down one thing you would need help with per Post-it. Example: Help me clean make house, Help me get there,
Help me stay healthy.
Exercise: Turn your idea into an intuitive user experience in three screenshots.
The Business Model Canvas
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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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?
is your business moreCost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)Value Driven (focused on value creation, premium value proposition)
sample characteristicsFixed Costs (salaries, rents, utilities)Variable costsEconomies of scaleEconomies of scope
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?
channel phases1. Awareness
How do we raise awareness about our companys products and services?2. Evaluation
How do we help customers evaluate our organizations Value Proposition?3. Purchase
How do we allow customers to purchase specific products and services?4. Delivery
How do we deliver a Value Proposition to customers?5. After sales
How do we provide post-purchase customer support?
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?
For whom are we creating value?Who are our most important customers?
Mass MarketNiche MarketSegmentedDiversifiedMulti-sided Platform
What type of relationship does each of our Customer Segments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
examplesPersonal assistanceDedicated Personal AssistanceSelf-ServiceAutomated ServicesCommunitiesCo-creation
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
types of resourcesPhysicalIntellectual (brand patents, copyrights, data)HumanFinancial
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquairing from partners?Which Key Activities do partners perform?
motivations for partnershipsOptimization and economy Reduction of risk and uncertaintyAcquisition of particular resources and activities
What value do we deliver to the customer?Which one of our customers problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
characteristicsNewnessPerformanceCustomizationGetting the Job DoneDesignBrand/StatusPriceCost ReductionRisk ReductionAccessibilityConvenience/Usability
typesAsset saleUsage feeSubscription FeesLending/Renting/LeasingLicensingBrokerage feesAdvertising
fixed pricingList PriceProduct feature dependentCustomer segment dependentVolume dependent
dynamic pricingNegotiation (bargaining)Yield ManagementReal-time-Market
Revenue Models Paid app downloads In-app purchases In-app subscription In-app advertising Out-of-app advertising Push advertising User conversion Coupons Digital-to-physical
Exercise: Whats your revenue model?
Exercise: Download POP - Prototyping on Paper from the AppStore or Google Play. Turn your sketches into an interactive
experience by taking photos and then linking the features.
Demo: Each startup team gets 2-minutes to demo their prototype. Share your Job to be done, demo your prototype and talk about viable revenue models.
Fail fast. Fail often. Fail better.
Exercise: Make a better prototype based on your own and others feedback. Or maybe pivot and make something new.
If you are interested in learning more about Rapid Prototyping please follow me on Twitter @perhakansson.