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Workshop Business Model Generation, disampaikan pada "Preview Class SPM-Class", sabtu, 23 Maret 2012 @ LPIK ITB.
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Workshop “Business Model Generation”Preview SPM E-ClassLPIK ITB | 23 Maret 2012
Panji Prabowo | @panjiprabowo
The Business Model Canvas
The Business Model Canvas
The Business Model Canvas
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Customer SegmentsAn organization serves
one or several CustomerSegments
o Different groups of people or organisations an enterprise aims to reach and serve
o Segments with common needs, common behavior or other attributes
o Important decision about which segments to serve and which segments to ignore
design of Business Model around a strong understanding of specific customer needs
The heart of any Business Model
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Customer SegmentsFor whom we are creating value?
Customer groups represents separate segments if:
their needs require and justify a distinct offer they are reached through different
Distribution Channels they require different types of relationship they have substantially different profitabilities they are willing to pay for a different aspect
of the offer
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Value PropositionsIt seeks to solve customer problems and satisfy
customer needs with value propositions.
o A selected bundle of products and/or services that caters the requirements of a specific Customer Segment
o A aggregation or a bundle of benefits and value
It solves a problem or satisfies a customer need
The reason why customers choose a supplier
Newness, Performance,
“getting job done”, customization,
design, brand/status, value,
accessibility, usabiility, etc
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ChannelsValue Propositions are delivered to customers through communication,distribution, and Sales Channels.
o Raising awareness among customers about a company's product and services
o Helping customers to evaluate a company's Value Proposition
o Delivering a Value Proposition to customers
Reaching Customer Segments
How to deliver a Value Proposition
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Channels
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Customer RelationshipsCustomer relationships are established and maintained with each Customer Segment.
o Serving the expectation of each Customer Segment - establish and maintain relationships
o Calculating the costs of relationshipo Several categories of Customer
Relationshipo Personal assistanceo Automated serviceso Communities
Integration with the rest of the Business Model
The overall customer experience
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Revenue streams result from Value Propositions successfully offered to customers.
Revenue Streams
o Value for what each Customer Segment is truly willing to pay
o Each Revenue stream could have different pricing mechanisms
o Two types:o Transaction revenues from one-time
customer paymento Recurring revenues from ongoing
business Cash a company generates from
each Customer SegmentThe arteries of the Business Model
Modular Training Concept InnovationRevenue Streams
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Key resources are the assets required to offer and deliver the previously described elements…
Key Resources
o Depending on the type of Business Model
o Can be physical, financial, intellectual or human
Base 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
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Key ActivitiesKey resources are the assets required to offer and deliver the
previously described elements……by performing a number of Key Activities.
o Actions for the success of a companyo Productiono Problem solvingo Platform/network-related
Required to create and offer a Value Proposition, reach markets, maintain relationships with Customer Segments and earn revenues
Most important things to make a Business Model work
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Key PartnersSome activities are outsourced and some resources are acquired outside the enterprise.
Alliances to optimize Business Models, to reduce risks or acquire resources Partnerships to strengthen the
position in the competitive surrounding
Network of suppliers and partners that make the Business Model work
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The business model elements result in the cost structure.
Cost Structure
o All costs incurred to operate a Business Model
o Classes of Cost Structureso Cost-driven (-> the leanest
possible Cost Structure)o Value-driven (-> focus on value
creation) Definition follows the Business
ModelCosts should be optimized in every Business Model
Modular Training Concept Innovation
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Business Model Environment: Context, Design Drivers, and Contraints
Modular Training Concept Innovation
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Apple iPod/iTunes Business Model
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Apple 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 music
iPhone introduced in 2008 – users could browse, buy and download applications directly from iTunes store
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Combination of iPod devices, iTunes software and Apple’s online store dominant market position
Competitors of portable media players (e.g. Diamond Multimedia) failed to have success Why?
Answer: Business Model is important• Distinct iPod design• Deals with major record companies to create world’s 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.
Apple iPod/iTunes Business Model
Apple iPod/iTunes Business Model
Lets Try!!
Bentuk 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!
Modular Training Concept Innovation
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