svd 5 business models
Post on 13-Sep-2014
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G E T O U T O F T H E B U I L D I N G !
What is a Business Model?
Photo by Christopher Macsurak flickr.com
Show me the money
Why bother with a Business Model?
1. Why are we needed?
2. What difference do we make?
3. How do we reach our customers?
4. What is our relationship with customers?
5. Where does our money come from?
6. What is our unfair advantage?
7. How do we make our difference?
8. Whose help do we need?
9. Where does our money go?
10.Focus for innovation and difference
©2013 Paul Sturrock
Image from “Business Model Generation” Osterwalder & Pigneur
Cultivate Random Curiosity
➡Get your head out of your screen ➡Change your routine ➡Turn up! ➡Carry your pencil ➡Make lists ➡Take Pictures ➡Sketch ➡Eavesdrop ➡Ask for stories
©2013 Slingshot Venture Development
Adoption and Channels
EdTechAccelerator January 2014
One Tribe
- Same need - Same selection criteria - Same channels
image by Dylan Walters flickr.com
How do we reach them?
- Awareness
- Evaluation
- Purchase
- Delivery
- After Sales
Purpose Awareness Selection Purchase Delivery After Sales
Channels
Metrics: Cost, Time,
Results
Channel Mapping
What relationship do we have with them ?
Created with Haiku DeckBy Paul Sturrock
Photo by Davidlohr Bueso
page 12 of 13
Business Models
What relationship will you have with your customers?
Created with Haiku DeckBy Paul Sturrock
Photo by Christian Holmér
page 5 of 13
Business Models
What are your revenue streams?
CUSTOMERS X FREQUENCY OF PURCHASES X PRICE
TARGET: £100K
CUSTOMERS
1 Employer 1000 Followers 12 Disciples 150 Villagers 500 True Fans
REVENUE/CUSTOMER
£100K £100 (£24 quarterly) £8,333 (£694 month) £667 (£55 month) £200 (£17 month)
CREATIVE REVENUE MODELS
PRODUCTS
Sell Usage Subscription Rent License
SERVICE
Teach Consult Curate
Part 2: Execution & Efficiency
Created with Haiku DeckBy Paul Sturrock
Photo by Edward Dalmulder
page 2 of 3
Title
Activities: What do we do to make our difference real?
What is Strategy?
• Operational Effectiveness is not enough
• Strategy requires creation of unique position
• Unique activities create sustainable advantage
• Strategy requires making competitive trade-offs
• Choose what you won’t do
• Activities must fit and reinforce each other throughout the company
11
Southwest Airlines: Low Price & Convenience
Frequent, Reliable
Departures
Limited Passenger
Service
Very low ticket prices
Lean, productive
crews
High aircraft utilisation
Short haul routes
between midsize cities
12
Southwest Airlines: Low Price & Convenience
Frequent, Reliable
Departures
No Meals No seat
assignments
No connections
Employee Stock Ownership
Highly Paid employees
Short Gate Turnarounds
Limited Use of Travel Agents
Automatic Ticketing
Standardized Fleet
No Baggage Transfers Limited
Passenger Service
Very low ticket prices
Lean, productive
crews
High aircraft
utilisation
Short haul routes
between midsize cities
13
Strategy Implementation Map
Operational Objectives/Process!
High Aircraft Utilisation!
Frequent Departures!
Low Prices! Short Haul Routes!
Limited Service!
Short Gate Turnaround! X! X! X!No Meals! X! X! X! X! X!Limited use of Travel Agents! X! X!Standardized Fleet! X! X!No Baggage Transfers! X! X! X!No Connections! X! X! X!
Exercise: List your critical activities
�28
Resources
- Physical
- Intellectual
- Human
- Financial
Partners
ScaleExpertise Risk
Exercise: List your unfair advantages
Cost Structures
• Fixed vs. Variable
• Economies of Scale vs. Scope
DifferentiationThree Alternatives:
• Operational Excellence
• Customer Intimacy
• Product Leadership
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
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?
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?
What type of relationship does each of our CustomerSegments 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?
What value do we deliver to the customer?Which one of our customer’s 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?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This 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 a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
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?
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?
What type of relationship does each of our CustomerSegments 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?
What value do we deliver to the customer?Which one of our customer’s 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?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This 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 a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
One Tool: Business Model Canvas
Q U E S T I O N S ?