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Workshop Business Model Generation, disampaikan pada "Preview Class SPM-Class", sabtu, 23 Maret 2012 @ LPIK ITB.

Text of Workshop BMG

Workshop Business Model Generation

Workshop Business Model GenerationPreview SPM E-ClassLPIK ITB | 23 Maret 2012

Panji Prabowo | @panjiprabowo1


The Business Model Canvas



The Business Model Canvas


The Business Model Canvas

78Customer Segments

An organization servesone or several CustomerSegmentsDifferent groups of people or organisations an enterprise aims to reach and serveSegments with common needs, common behavior or other attributesImportant decision about which segments to serve and which segments to ignoredesign of Business Model around a strong understanding of specific customer needsThe heart of any Business Model89Customer Segments

For whom we are creating value?Customer groups represents separate segments if:

their needs require and justify a distinct offerthey are reached through different Distribution Channelsthey require different types of relationshipthey have substantially different profitabilities they are willing to pay for a different aspect of the offer

910Value Propositions

It seeks to solve customer problems and satisfy customer needs with value propositions.

A selected bundle of products and/or services that caters the requirements of a specific Customer SegmentA aggregation or a bundle of benefits and valueIt solves a problem or satisfies a customer needThe reason why customers choose a supplierNewness, Performance, getting job done, customization, design, brand/status, value, accessibility, usabiility, etc1011Channels

Value Propositions are delivered to customers through communication,distribution, and Sales Channels.

Raising awareness among customers about a company's product and servicesHelping customers to evaluate a company's Value PropositionDelivering a Value Proposition to customersReaching Customer Segments How to deliver a Value Proposition1112Channels

1213Customer Relationships

Customer relationships are established and maintained with each Customer Segment.

Serving the expectation of each Customer Segment - establish and maintain relationshipsCalculating the costs of relationshipSeveral categories of Customer RelationshipPersonal assistanceAutomated servicesCommunitiesIntegration with the rest of the Business ModelThe overall customer experience13

Revenue streams result from Value Propositions successfully offered to customers.

14Revenue Streams

Value for what each Customer Segment is truly willing to pay Each Revenue stream could have different pricing mechanismsTwo types:Transaction revenues from one-time customer paymentRecurring revenues from ongoing businessCash a company generates from each Customer SegmentThe arteries of the Business Model14Modular Training Concept InnovationRevenue Streams

15Key resources are the assets required to offer and deliver the previously described elements16Key Resources

Depending on the type of Business ModelCan be physical, financial, intellectual or humanBase to create and offer a Value Proposition, reach markets, maintain relationships with Customer Segments and earn revenuesMost important assets to bring a Business Model to life 1617Key Activities

Key resources are the assets required to offer and deliver the previously described elementsby performing a number of Key Activities.

Actions for the success of a companyProductionProblem solvingPlatform/network-relatedRequired to create and offer a Value Proposition, reach markets, maintain relationships with Customer Segments and earn revenuesMost important things to make a Business Model work 1718Key Partners

Some activities are outsourced and some resources are acquired outside the enterprise.

Alliances to optimize Business Models, to reduce risks or acquire resourcesPartnerships to strengthen the position in the competitive surrounding Network of suppliers and partners that make the Business Model work18The business model elements result in the cost structure.19Cost Structure

All costs incurred to operate a Business Model Classes of Cost StructuresCost-driven (-> the leanest possible Cost Structure)Value-driven (-> focus on value creation)Definition follows the Business ModelCosts should be optimized in every Business Model19Modular Training Concept Innovation20Business Model Environment: Context, Design Drivers, and Contraints

20Modular Training Concept Innovation21

2122Apple iPod/iTunes Business Model2223Apple iPod/iTunes Business Model

iPod launched in 2001 as stand alone product users could copy their CDs and download music from the Internet iTunes Music Store introduced in 2003 users could buy and download digital musiciPhone introduced in 2008 users could browse, buy and download applications directly from iTunes store

23Combination of iPod devices, iTunes software and Apples online store dominant market positionCompetitors of portable media players (e.g. Diamond Multimedia) failed to have success Why? Answer: Business Model is importantDistinct iPod designDeals with major record companies to create worlds largest online music library

Today Apple earns most of its music-related revenues from selling iPods, while using integration with the online music store to protect itself from competitors.24Apple iPod/iTunes Business Model24Apple iPod/iTunes Business Model


Lets Try!!26Bentuk 3 Kelompok lalu...Buat model bisnis yang CS-nya mahasiswa ITB!Buat model bisnis yang VP-nya GRATIS!Buat model bisnis apa saja terserah anda!27Modular Training Concept Innovation28