20131023 #bmg @10th ceo-day by Vujàdé Ltd

© Vujàdé Ltd. – Supporting Forward Thinking

Jasper Bouwsma Founder & CEO Vujàdé Ltd.

Bern, Switzerland 2013.10.23 Phot

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BUSINESS MODEL GENERATION A common language to develop and discuss business models in teams

© Vujàdé Ltd. – Supporting Forward Thinking 2

Vu-jà-dé

Vujàdé is the opposite of deja vu and gives the impression that something has not yet taken place, or has never been there.

Vujàdé is the opposite of deja vu and gives the impression that something

has not yet taken place, or has never been there.

In other words, Vujàdé stands for innovation.

Photo by: Vujàdé Ltd – Jasper Bouwsma Phot

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1. CORPORATE CONSULTING

2. START-UP SUPPORT

3. INCUBATION

À PROPOS

PARTNER

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Vujàdé unterstützt Entrepreneure, Start-ups und etablierte Unternehmen bei der erfolgreiche Weiterentwicklung und Vermarktung deren Innovationen.

Durch die Kombination von diversen Start-up und Firmenerfahrungen bringt Jasper einmalige Einsichten in Innovationsstrategie, den typischen Fehltritten und die Erfolgsfaktoren mit.

Jasper, geboren und aufgewachsen in Holland, studierte International Business an der Universität Maastricht (NL) und an der Universität Fribourg (CH). Zusätzlich belegte er Kurse in Innovationsstrategie und Management am MIT Sloan in Boston (USA) und am Stanford Research Institute in Menlo Park (USA).

Bis 2008 arbeitete er für den Schweizer Telekommunikationsanbieter Swisscom,

wo er die Inkubationsaktivitäten als “Head of Incubation” initiierte und führte. Im Herbst 2008 hat er die Vujàdé Ltd. gegründet.

Jasper lebt mit seiner Frau, zwei Töchtern und einem Sohn in der Nähe von Bern.

Jasper Bouwsma Founder & CEO Vujàdé Ltd.

Photo by: Vujàdé Ltd – Jasper Bouwsma

© Vujàdé Ltd. – Supporting Forward Thinking © Vujàdé Ltd. – Supporting Forward Thinking

TOPIC OUR

FOR THE NEXT 90’

© Vujàdé Ltd. – Supporting Forward Thinking Slide | Slide | © Vujàdé Ltd. – Supporting Forward Thinking 7

Business Modeling


Business Modeling

© Vujàdé Ltd. – Supporting Forward Thinking Slide | Slide | 9

Alexander Osterwalder A Swiss Business Book author.


Insert Photo of book with Jasper’s Name.

Co-Created by 470 practitioners from 45 countries.


AGENDA

PITCH & REFLECT A NEW GENERATION THE BUSINESS MODEL GENERATION

LET’S GET TO WORK: 10 CASES 10 GROUPS

I II III

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BUT BEFORE WE

START


EXPECTATIONS YOUR WHAT ARE ?!


AGENDA


LET’S GET TO WORK: 10 GROUPS, 11 CASES

I II III

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AGENDA

II III 1 2 3

BUSINESS MODEL GENERATION

I

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AGENDA

II III 1 2 3


I

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QUESTION HOW MUCH DOES 1KG COFFEE COST

?

© Vujàdé Ltd. – Supporting Forward Thinking Alexander Osterwalder www.businessmodelgeneration.com


CHF6.95


CHF95.-


WHY HAS NESPRESSO BEEN SO SUCCESSFUL?

?


NESPRESSO CHANGED THE

BUSINESS MODEL FOR COFFEE


RESULT 2011 USD3.2B

(BY A SINGLE PRODUCT…)


BUZZ GROUP


DISCUSS & DESCRIBE WHAT YOU THINK

NESPRESSO’S BUSINESS MODEL

IS.


1’


BUZZZZZZZ


PLEASE EXCUSE MYFRENCH


BUT THAT IS

BLAH BOARD ROOM BLAH BLAH


BULL SHIT BINGO


Business Model Canvas: Creating a common language for business modeling.


AGENDA

II III 1 2 3


I

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THE BUSINESS MODEL CANVAS

Alexander Osterwalder www.businessmodelgeneration.com

COST STRUCTURE REVENUE STREAMS

KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS

CUSTOMER RELATIONSHIP

VALUE PROPOSITIONS






KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS


VALUE PROPOSITIONS







KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS


VALUE PROPOSITIONS






KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS


VALUE PROPOSITIONS

KEY RESOURCES


House- hold

N-Club

Stores

Produc-tion

Marketing

Machine Pro-

ducers

Produc-tion

Distri-bution

Marketing Machine Pods

Call Center N.com

Brand

Produc-tion

facilities

Distri-

bution

channel

s

Retail

Patents IP

(1800+ patents) Business


ANECDOTE





KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS


VALUE PROPOSITIONS


House- hold

N-Club

Stores

Produc-tion

Marketing

Machine Pro-

ducers

Produc-tion

Distri-bution

Marketing Machine Pods

Call Center N.com

Brand

Produc-tion

facilities

Distri-

bution

channel

s

Retail

Patents IP

(1800+ patents) Business



WHAT IS A BUSINESS MODEL

?

© Vujàdé Ltd. – Supporting Forward Thinking Vujàdé Ltd. – Supporting Forward Thinking

REVENUE MODEL ≠

BUSINESS MODEL


A BUSINESS MODEL DESCRIBES THE

RATIONALE OF HOW AN ORGANIZATION

CREATES, DELIVERS, AND CAPTURES VALUE





KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS


VALUE PROPOSITIONS



AGENDA

II III 1 2 3


I

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5’ EXERCISE

BUSINESS MODEL

THE BUSINESS MODEL CANVASKeyPartners

Project Name Iteration Nr

Channels

www.businessmodelgeneration.comThis 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 aletter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

Vujàdé Ltd. – Consulting I Start-up Support I IncubationElfenaustrasse 3 I CH-2502 Biel/Bienne I Switzerland +41 32 32 32 300 I [email protected] I www.vujade.comwww.slideshare.net/vujade

KeyActivities

ValueProposition

CustomerRelationship

CustomerSegments

KeyRessources

CostStructure

RevenueStreams

images by Mathilde

images by Mathilde

community

community

catalogue development

catalogue development

employees

employees

worldwide coverage

worldwide coverage

sales & marketing

sales & marketing

platform

platform

pay pal

pay pal

sales & marketing

sales & marketing

photographers

photographers

helpdesk

helpdesk


VALUE PROPOSITIONS

KEY ACTIVITIES

KEY RESOURCES

REVENUE STREAMS COST STRUCTURE

KEY PARTNERS CUSTOMER SEGMENTS


CHANNELS

Images by Mathilda, with warm thanks to Yves Pigneur


VALUE PROPOSITIONS

KEY ACTIVITIES

KEY RESOURCES




CHANNELS

Images by XPLANE, with warm thanks to Alexander Osterwalder


5’


BUZZZZZZZ


VALUE PROPOSITIONS

KEY ACTIVITIES

KEY RESOURCES




CHANNELS

Images by XPLANE, with warm thanks to Alexander Osterwalder


VALUE PROPOSITIONS

KEY ACTIVITIES

KEY RESOURCES




CHANNELS

Images by Mathilda, with warm thanks to Yves Pigneur


BEFORE

WE MOVE

ON


WE SHOULD QUICKLY FINISH


TALKING ABOUT

COFFEE



HAS TAKEN A WHILE TO BECOME

SUCCESSFUL…

NESPRESSO


1987



THE RIGHT BUSINESS MODEL CAN BE THE DIFFERENCE BETWEEN SUCCESS AND

FAILURE FOR EXACTLY THE SAME TECHNOLOGY OR

PRODUCT


WHY WILL NESPRESSO EVEN

BE MORE SUCCESSFUL?

?




WE ARE MOVING FROM PORTFOLIOS OF PRODUCTS

TO PORTFOLIOS OF

BUSINESS MODELS.


AGENDA



I II III

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AGENDA

I III

LET’S GET TO WORK 5 CASES 5 GROUPS

II 1 2 3

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10GROUPS 11CASES


10 GROUPS | 11 CASES

You are ... a record labelYou generate revenues from the sale of recordings.

You are ... an auto manufacturerYou generate revenues from the sale of cars.

You are ... a bankYou generate revenues from transaction fees and asset management.

You are ... a pharma companyYou generate revenues from the sale of medicines.

You are ... a publishing houseYou generate revenues from the sale of books, newspapers, magazines, etc.

You are ... a trading companyYou generate revenues from the sale of goods abroad.

You are ... a retailerYou generate revenues from the sale of single items which you purchase from supply chain partners.

You are ... a transportation businessYou generate revenues from ticket sales for trips.

010001100010

001011

You are ... a software companyYou generate revenues from the sale of licences.

You are ... a mobile phone operatorYou generate revenues from usage fees.

You are ... a car repair centreYou generate revenues from the sale of spare parts and repair contracts.


10 GROUPS | 11 CASES A CHALLENGE FOR EACH…


10 GROUPS | 11 CASES A CHALENGE FOR EACH..

You are ... a record labelYou generate revenues from the sale of recordings.

You are ... an auto manufacturerYou generate revenues from the sale of cars.

You are ... a bankYou generate revenues from transaction fees and asset management.

You are ... a pharma companyYou generate revenues from the sale of medicines.

You are ... a publishing houseYou generate revenues from the sale of books, newspapers, magazines, etc.

You are ... a trading companyYou generate revenues from the sale of goods abroad.

You are ... a retailerYou generate revenues from the sale of single items which you purchase from supply chain partners.

You are ... a transportation businessYou generate revenues from ticket sales for trips.

010001100010

001011

You are ... a software companyYou generate revenues from the sale of licences.

You are ... a mobile phone operatorYou generate revenues from usage fees.

You are ... a car repair centreYou generate revenues from the sale of spare parts and repair contracts.


Work on the front-stage of the Business Model Canvas •  Value Proposition, •  Customer Segments, •  Customer Relationship, •  Channels, •  Revenue Streams 25 Minuten

Past

Future

10 GROUPS | 11 CASES ENJOY PART 1 (20’)


Work on the Back-stage of the Business Model Canvas •  Value Proposition, •  Key Activities, •  Key Resources, •  Key Partners, •  Cost Structure 20 Minutes

Past

Future

10 GROUPS | 11 CASES ENJOY PART 2 (20’)


AGENDA

REFLEXION A NEW GENERATION THE BUSINESS MODEL GENERATION


I II III

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AGENDA

I II 1 2 3

PITCH & REFLEXION

III

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Share your key-findings: •  Bankruptcy or is their a future for your case? •  Will it be easy to face the challenge? •  Was the canvas useful for the group discussion?

10 GROUPS | 11 CASES PITCH PER GROUP (2’)


WRAP

UP VJD


HORIZONTAL ITERATION

VERT

ICAL

IT

ERAT

ION

INCREASE INSIGHT

ITERATE ITERATE ITERATE GET SMARTER DURING YOUR JOURNEY


NEW OLD

VJD

SHAKEN NOT STIRRED COMBINE THE BEST OF BOTH WORLDS


THE OF G

E T O U T

B U I N G I D L


FURTHER METHODS

SOME


BUSINESS MODEL ENVIRONMENT




VALUE PROPOSITION CANVAS

CUSTOMER JOBS

PRODUCTS & SERVICES

PAIN RELIEVERS

GAIN CREATORS GAINS

PAINS



QUESTIONS & ANSWERS


Eric Hoffer, (July 25, 1902 – May 21, 1983) American social writer and philosopher ”

In times of change learners inherit the earth;

while the learned find themselves beautifully equipped to deal with a

world that no longer exists.

“

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Jasp

er B

ouw

sma


Vujàdé Ltd. Postal Address P.O. Box 4 CH-3257 Grossaffoltern

Visiting Address Elfenaustrasse 3 CH-2502 Biel/Bienne +41 (0)32 32 32 300

Online www.vujade.com [email protected]

VujadeLtd

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20131023 #bmg @10th ceo-day by Vujàdé Ltd