Visual Business Modeling Some Fun with Alex’ Osterwalders BMC | Service Design Drinks Berlin, 03.09.2012
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Choices & Consequences
Value Configuration Perspective: Chains/Shops/Networks
Activity Networks
Value Flow Mapping for Ecosystems
Tom Hulmes Canvas (IDEO)
Patrick Stählers Canvas (Fluidmind)
!
etc. !
Other »Scientific Conceptualisations«
Fraunhofer IAO Canvas
Image Credits / Sources in order of appearance: Casadesus-Masanell, R., & Ricart, J. E. (2011). How to Design A Winning Business Model. Harvard Business Review, 89(1/2), 100–107. // Porter, M. E. (1996). What is Strategy? Harvard Business Review, (November - December). // Ouden, E. den. (2011). Innovation Design: Creating Value for People, Organizations and Society (1st ed.). Springer London. // Fjeldstad, Ø. D., & Stabell, C. B. (1998). Configuring Value for Competitive Advantage: On Chains, Shops, and Networks. Strategic Management Journal,, Vol 19, 413–437. // valuenetworksandcollaboration.com, 2011 // Tom Hulme (http://weijiblog.com/ startup-tools/) // Patrick Stähler (http://blog.business-model-innovation.com/tools/) // Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing Your Business Model. Harvard Business Review, 86(12), 50–59. // Fraunhofer IAO (http://moby.iao.fraunhofer.de/)
Osterwalders Business Model Canvas: The Building Blocks
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
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Customer Segments
Which customers do we serve? What are the jobs they need to get done? Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
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Value Proposition
Tip: Use the Value PropositionDesigner!
What do we offer them? Which ÂťproblemÂŤ do we really solve? What value do we really provide? Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
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Channels
How can we best reach/serve each customer segment? What are the best interaction/touch points? Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
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Relationships
What relations shall we establish with our customer segments? Personal? Automated? Acquisitive? Retentive? Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
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Relationships
O
g n i r e f f
r e m o C us t
e c a f r I n te
What relations shall we establish with our customer segments? Personal? Automated? Acquisitive? Retentive? Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
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Revenue Streams
What are our customers really willing to pay for? How? Transactional or recurring revenues? images by JAM Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
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Key Resources
Which resources and assets are critical to successfully run our business? images by JAM Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
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Key Activities
What essential key activities do we have to perform to deliver our value proposition? images by JAM Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
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Key Partners
Who are critical partners and suppliers leveraging our business model? With whom do we co-create value? images by JAM Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
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Key Partners
s a r f n I
e r u t t r uc
Who are critical partners and suppliers leveraging our business model? With whom do we co-create value? images by JAM Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
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Cost Structure
What is our resulting cost structure? Which key elements drive costs? Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
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Cost Structure
e c n a Fi n
What is our resulting cost structure? Which key elements drive costs? Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
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Key Activities
Value Proposition
Relationships
Customer Segments
Key Partners
Cost Structure
Key Resources
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Revenue Streams Channels
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Starting Points: Resource-Driven Key Activities
Value Proposition
Relationships
Customer Segments
Key Partners
Cost Structure
Key Resources
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Revenue Streams Channels
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Starting Points: Offer-Driven Key Activities
Value Proposition
Relationships
Customer Segments
Key Partners
Cost Structure
Key Resources
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Revenue Streams Channels
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Starting Points: Customer-Driven Key Activities
Value Proposition
Relationships
Customer Segments
Key Partners
Cost Structure
Key Resources
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Revenue Streams Channels
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Starting Points: Finance-Driven Key Activities
Value Proposition
Relationships
Customer Segments
Key Partners
Cost Structure
Key Resources
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Revenue Streams Channels
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Starting Points: Multiple-Epicenter-Driven Key Activities
Value Proposition
Relationships
Customer Segments
Key Partners
Cost Structure
Key Resources
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Revenue Streams Channels
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Key Activities
Value Proposition
Relationships
Customer Segments
Key Partners
Cost Structure
Key Resources
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Revenue Streams Channels
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Key Activities
Value Proposition
Relationships
Customer Segments
Key Partners
e t a n i Elim
C re ate /R
e c u d e R /
Va l ue
s t s Co
Cost Structure
Key Resources
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
aise
Revenue Streams Channels
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Key Activities
Value Proposition
Relationships
Best Sustainable Equilibrium
Key Partners
e t a n i Elim
Customer Segments
C re ate /R
e c u d e R /
aise
s t s Co
Va l ue
e u l a v . x ma r o f e r u t p a c y n a p m o c e th
m a x. v a l ue f or t he u se r
Cost Structure
Key Resources
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Revenue Streams Channels
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Video Gaming Strategy Canvas: Nintendo Wii (in 2007) Key Activities
Value Proposition
Nintendo Wii
Relationships
Microsoft Xbox 360
Sony PS3
Customer Segments
os Ec
r
Fa cto
un
me s Ga
h Re
Channels Us er
on nC tio Mo
ac
tro l
U GP
U CP
ce Pri
iy ec ti nn Co
DV
vit
D
5.1 lby Do
isk
rd D Ha
s vie Mo
Key Resources
Revenue Streams
ys tem
Va l ue
s t s Co
Cost Structure
aise
/F
e t a n i Elim
C re ate /R
e c u d e R /
Ux
Value Level & Price
Key Partners
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KP
KA
VP
CR
KR
CS
Nintendo Wii (in 2007)
CS
CH
RS
eliminate
reduce
create
raise
unchanged
KP
KA
VP
CR
CS
state-of-the-art chip development
male Âťhardcore gamersÂŤ KR
CH
n e w p ro p r ie t ar y te c h n o l o g y
CS
passive immersion with high-end performance and graphics
RS
c o n s o le s e i d i s b su
Nintendo Wii (in 2007)
eliminate
reduce
create
raise
unchanged
KP
KA
VP
CR
CS
state-of-the-art chip development
g ame de ve l o p e r s male Âťhardcore gamersÂŤ
KR
game developers
CH
n e w p ro p r ie t ar y te c h n o l o g y
CS
passive immersion with high-end performance and graphics
retail distribution
RS
royalties from game developers
c o n s o le s e i d i s b su
Nintendo Wii (in 2007)
eliminate
reduce
create
raise
unchanged
KP
KA
VP
CR
CS
state-of-the-art chip development
g ame de ve l o p e r s male Âťhardcore gamersÂŤ
KR
game developers
CH
n e w p ro p r ie t ar y te c h n o l o g y
CS
passive immersion with high-end performance and graphics
retail distribution
RS
c o n s o le s e i d i s b su
technology development costs
Nintendo Wii (in 2007)
e l o s n co n o i t c u pro d s cos t
royalties from game developers
eliminate
reduce
create
raise
unchanged
KP
KA
VP
state-of-the-art chip development
e v i t a n r a l te t p e c n o g ame c h re s e a rc o r c i STM c s f o r i n o r e le c t EMS M s r e t e m o r e l ac c e
game developers
CR
mo t i o n c o n t ro l le d g am i ng , t u o y k r r o e w v , o t c r e o sp ic a l r s y h p
n o i t o m l o r t n co y g o l o te c h n
n e w p ro p r ie t ar y te c h n o l o g y
CS
g ame de ve l o p e r s
f un f ac t o r e x pe r , so cial ie n c e f am i l Âť y
physical activity, social get-together
KR
CS
male Âťhardcore gamersÂŤ
CH
c asua l g ame rs
passive immersion with high-end performance and graphics
families
retail distribution
gi r ls
RS
c o n s o le s e i d i s b su
technology development costs
Nintendo Wii (in 2007)
e l o s n co n o i t c u pro d s cos t
royalties from game developers
eliminate
reduce
create
raise
unchanged
KP
KA
VP
state-of-the-art chip development standard component hardware manufacturers
o r c i STM c s f o r i n o r e le c t EMS M s r e t e m o r e l ac c e
game developers
e v i t a n r a l te t p e c n o g ame c h re s e a rc
CR
mo t i o n c o n t ro l le d g am i ng , t u o y k r r o e w v , o t c r e o sp ic a l r s y h p
n o i t o m l o r t n co y g o l o te c h n
n e w p ro p r ie t ar y te c h n o l o g y
CS
g ame de ve l o p e r s
f un f ac t o r e x pe r , so cial ie n c e f am i l Âť y
physical activity, social get-together
KR
CS
male Âťhardcore gamersÂŤ
retail store involvement
CH
c asua l g ame rs
passive immersion with high-end performance and graphics
families
retail distribution
gi r ls
RS
c o n s o le s e i d i s b su
technology development costs
Nintendo Wii (in 2007)
e l o s n co n o i t c u pro d s cos t
royalties from game developers
eliminate
reduce
h a rd w s a le s a re pro f i t
create
raise
unchanged
KP
KA
VP
state-of-the-art chip development standard component hardware manufacturers
o r c i STM c s f o r i n o r e le c t EMS M s r e t e m o r e l ac c e
game developers
e v i t a n r a l te t p e c n o g ame c h re s e a rc
CR
mo t i o n c o n t ro l le d g am i ng
g ame de ve l o p e r s
Desirability , t u o y k r r o e w v , o t c r e o sp ic a l r s y h p
f un f ac t o r e x pe r , so cial ie n c e f am i l Âť y
physical activity, social get-together
KR
n o i t o m l o r t n co y g o l o te c h n
n e w p ro p r ie t ar y te c h n o l o g y
male Âťhardcore gamersÂŤ
retail store involvement
CH
c asua l g ame rs
Best passive immersion Sustainable with high-end Equilibrium performance and
families
retail distribution
graphics
Feasibility CS
CS
gi r ls
Viability RS
c o n s o le s e i d i s b su
technology development costs
Nintendo Wii (in 2007)
e l o s n co n o i t c u pro d s cos t
royalties from game developers
eliminate
reduce
h a rd w s a le s a re pro f i t
create
raise
unchanged
Key Activities
Value Proposition
Relationships
Customer Segments
Key Partners
Cost Structure
Key Resources
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Revenue Streams Channels
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Key Activities
Value Proposition
Relationships
Customer Segments
Key Partners
1 0 MI :0 NU 0 T ES
Cost Structure
Key Resources
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Revenue Streams Channels
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What I haven’t told you
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Want to know more? Join the Business Model Generation!
businessmodelgeneration.com/book
businessmodelyou.com
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‌ and start following these Guys and Organisations!
Alexander Osterwalder: http://www.businessmodelalchemist.com Patrick Stähler: http://blog.business-model-innovation.com Steve Blank: http://steveblank.com Doblin Group: http://news.doblin.com Innosight: http://www.innosight.com BusinessModelsInc: http://www.businessmodelsinc.com DesignWorks @ Rotman: http://bit.ly/TYRLhG Illinois Institute of Design: http://www.id.iit.edu/news 25
Design-driven strategic business planning Jan Schmiedgen // Zwiestädter StraĂ&#x;e 7 // 12055 Berlin // +49 173 3 83 15 26 // kontakt@schmiedgen.eu
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Backup: Some Examples of well known Business Models
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Image Credit: Š 2011 Business Models Inc. (www.businessmodelsinc.com)
www.businessmodelgeneration.com
Image Credit: Š 2008 XPLANE (www.xplane.com) & Alexander Osterwalder (www.alexosterwalder.com)
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Image Credit: Š 2008 XPLANE (www.xplane.com) & Alexander Osterwalder (www.alexosterwalder.com)
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Image Credit: Š 2011 Business Models Inc. (www.businessmodelsinc.com)
www.businessmodelgeneration.com
Image Credit: Š 2011 Business Models Inc. (www.businessmodelsinc.com)
www.businessmodelgeneration.com