Upload
bruce-starcher
View
36
Download
2
Embed Size (px)
Citation preview
© Starcher Group LLC For the sole use of client
Business Models for Entrepreneurs
CEO National ConferenceTampa, FL
October 2016
© Starcher Group LLC For the sole use of client
Business Models
since 2002
Background
© Starcher Group LLC For the sole use of client
Definition
Business Models ?
No common mental model
© Starcher Group LLC For the sole use of client
Today’s Hot Answer
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.
Osterwalder &Al.– BusinessModelCanvas
© Starcher Group LLC For the sole use of client
What is a Business Model?
Architect Blueprintsfor Businesses
© Starcher Group LLC For the sole use of client
Multiple Schools of Thought
1995 2000 2005 2010 2015 2020
Business Models
for Entrepreneurs A how-to book on getting beyond
Minimal Viable Products
to build a business
Bruce Starcher
© Starcher Group LLC For the sole use of client
Business Model Elements
Strategic Context
Customer Selection
Customer Value Gap
Profit Models
RevenueModels
Strategic Control Points
Scope Economic Model
Operating Model Organizational Model
Value Proposition
© Starcher Group LLC For the sole use of client
Business Model Process
Where is there a gap in
customer experience, where the
customer is willing to pay to close the
gap?
What business model
leverage the customer
value gaps?
What potential strategies are available with this business
model?
What actions do I take to deliver the strategies?
Customer Value Gaps
BusinessModels Strategies Operating
Plan
© Starcher Group LLC For the sole use of client
No Customer Value Gap
No Business Model
Customer Value Gaps
Customer Value Gaps are central to the Business Model
© Starcher Group LLC For the sole use of client
Social / Cultural
•Visibly one of the group•Sense of belonging•Social Status
Emotional
•Pride•Power
•Nostaligia
Customer Value Gaps
Gap between the desired and actual/latent customer experience where the customer is willing to pay to close the gap.
“pay” can be price premium, changing vendors, increased loyalty and preference.
Harley 883 Sportster Honda 599Quick, affordable 2-wheeled transportation
–$6500–883 cc–155 mph
Quick, affordable 2-wheeled transportation
–$7100–600 cc–136 mph
Classic Harley-sports look & feel of fun, responsive & powerful, easy
– styling– frame/suspension– acoustics– accessories
Classic Honda-sports look & feel of naked power, versatile handling
– styling– frame/suspension– acoustics– accessories
Harley family Member – Social status thru brand &
branded merchandise– Belonging thru HOG– Affinity with maverick society
thru brand & brand merchandise
Functional
•Personal Transportation
•Quick•Affordable
Functional, Emotional and Social
It works
I like it
I want to belong
© Starcher Group LLC For the sole use of client
Business Model ?
Funding ?
Initial Business Model
Business Models are central to funding
© Starcher Group LLC For the sole use of client
The initial business model is likely to change over time
Business Model
Good enough, evolve, pivot, …
Initial Business Model
© Starcher Group LLC For the sole use of client
Launch a Product ?
Launch a Business ?
Lean Start-Up and Business Models
© Starcher Group LLC For the sole use of client
Business Model Lifecycle
New Emerging Core
Business Model Transformation
Business Model Innovation & Definition
Business Model Evolution
Next Gen Business Model
Declining
Managing your business model over time
© Starcher Group LLC For the sole use of client
IBM Business Model Decisions
0
50000
100000
150000
200000
250000
1975
1976
1977
1978
1979
1980
1981
1982
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
IBMMarketCapitalization,Millions, 31stDec
Entered PC Market
Outsourced Chip/OS to Intel and
MSFT
Mainframe Focus
Services
Commoditization of Services
© Starcher Group LLC For the sole use of client
Dell Business Model Decisions
0
20
40
60
80
100
120
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
DellMarketCap$B
Dell goes Private
Acquisition Spree
Perot Systems
PC Channel expansion to
retail
Kevin Rollins
Dell beyond PCs
Direct to Corporate
Clients
Dell PC Web Sales
© Starcher Group LLC For the sole use of client
Apple Business Model Decisions
0
100
200
300
400
500
600
700
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
AAPLMarketCapitalization,Billion
Mac Franchise
iPhone 6
App Store
iPhone 1
Apple Retail Stores
iTunes
Steve Jobs
© Starcher Group LLC For the sole use of client
Business Models
for Entrepreneurs A how-to book on getting beyond
Minimal Viable Products
to build a business
Bruce Starcher
iBooks Freehttps://itunes.apple.com/us/book/business-models-for-entrepreneurs/id1069381128?mt=11
Website Freehttp://www.starchergroup.com/book/
AmazonKindle $2.99https://www.amazon.com/Business-Models-Entrepreneurs-practical-business-ebook/dp/B019FNOI78
Business Models for Entrepreneurs: A Practical Guide
Free Resources: http://www.starchergroup.com/book/
Free Resource
© Starcher Group LLC For the sole use of client
Discussion
© Starcher Group LLC For the sole use of client
Thank you.