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8/19/2019 Innovation Mgmt
1/38
Innovation Management for
Maximum Efficiency and Productivity
L E C T U R E
P R E S E N T E D B Y :
B E N S O N G A R N E R
1
B E N S O N G A R N E R ,B U S I N E S S D E S I G N E R
@ B E N S O N G A R N E R
B E N S O N @ B E N S O N G A R N E R . C O M
2
tools and slides courtesy of
Strategyzer Academy
L E C T U R E
C R E A T E D B Y
S T R A T E G Y Z E R . C O M
& T H E B U S I N E S S M O D E L F O U N D R Y
3 4
8/19/2019 Innovation Mgmt
2/38
The Business Model Canvas
Revenue Streams
Channels
CustomerSegmentsValue PropositionsKeyActivitiesKeyPartners
KeyResources
Cost Structure
CustomerRelationships
Designed by: Date: Version:Designed for:
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
Thisworkislicensedunderthe Creative CommonsAttribution-Share Alike 3.0UnportedLicense.Toview a copyofthislicense,visit:http://creativecommons.org/licenses/by-sa/3.0/ orsendalettertoCreative Commons,171SecondStreet,Suite 300,SanFrancisco,California,94105,USA. strategyzer.com
5 6
7 8
8/19/2019 Innovation Mgmt
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iPad app
The Business Model Toolbox
9
Web app
Strategyzer.com
10
11
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products& Services
CustomerJob(s)
The Value Proposition Canvas
Value Proposition Customer Segment
ThemakersofBusinessModelGenerationandStrategyzer
Copyright BusinessModel FoundryAG
12
8/19/2019 Innovation Mgmt
4/38
13
time
machine....
14
[sources: Henry Chesbrough, photo: life.com]
15
[sources: Henry Chesbrough, photo: xerox.com]
16
8/19/2019 Innovation Mgmt
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revenue growth of41%
compounded for the next20 years
[sources: Henry Chesbrough, photo: xerox.com]
17 18
19
2012 revenue of $50.2billion($10.7 billion net income)
20
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LessonsLearned
21
they focused on product innovationalone
they empower the product throughthe business model
22
they simply copied fromcompetitorsthey invented a new
business model
23
they could prove in advancethat the model would workthey had to take some risk and
experiment
24
8/19/2019 Innovation Mgmt
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25
decision
attitude:
it’s easy tocome up with
alternatives,
but difficult to
choose
between them
26
existing choices
a b c
27
Yesterdaysdominant business models
and value propositions
E X P I R E D
28
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musicindustry E X
P I R E D
29
publishingindustry E X
P I R E D
30
pharmaindustry E X
P I R E D
31
What aboutyour industry?
E X P I R E D
32
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deciding amongexisting options is not
enough anymore
33
existing choices
abcgkodesigning alternatives
34
making choices
abcgkoHow do you design business modeland value proposition alternatives?
35 36
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how do (business) peopletraditionally discuss
innovation and strategy?
37
(smart people sitting around a table)
38
39 40
8/19/2019 Innovation Mgmt
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41 42
43
do you know what thisphenomena is called?
44
8/19/2019 Innovation Mgmt
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blahblah
blah
the land of ...
45 46
Any problemcan be made
clearer with a
picture.– Dan Roam, Author
“
”
47
T he B us iness M
ode l C an v as
Re venue S treams
C hannels
Cus tomerSegmen ts
Value Propos it ions
Ke y Ac t i v i t ies
Ke y Par tners
Ke y Resources
Cos t S truc ture
Cus tomerRela t ions
h ips
De signedb y:
Date:Ver sion:
De signedfor:
: Busi
ness Model Foundr y A
G
The makers of Busin
es s ModelGener ation
an d Str ategyzer
T h iswork islic
ensed underthe Cr
eative CommonsA
t tribu tion-Share Alik
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ense.Tov iew a cop
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h ttp://crea tivec
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s tra teg y zer.com
s t r ate g y ze r .c om
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C u s t o m e r S e g m e n t
s t r at e g y z e r .c o m
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C o p y ri g h t B us ine ss M od el Fo un dr yAG
L e a r n i n g C a r d
W e b e l i e v e d t h a t
1 :
I n s i g h t N a m e P e r s o n R e s p o n s i b l e
D a t e o f L e a r n i n g
F r o m t h a t w e l e a r n e d t h a t
3 :
W e o b s e r v e d
2 :
T h e r e f o r e w e w i l l
4 :
T h e m a k e r s o f B u s i n e s s M o d e l G e n e r a t i o n a n d S t r a t e g y z e
C o p y r ig h t B u s i n e s s M o d e l F o u n d r y A G
D a t a R e l i a b i l i t y :
A c t i o n R e q u i r e d :
T e s t C a
r d
W e b e l i e
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T e s t N a m
e
A s s i g n e
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t : D a t
a R e l i a b
i l i t y :
C r i t i c a l :
T i m e R e
q u i r e d :
48
8/19/2019 Innovation Mgmt
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49 50
51 52
8/19/2019 Innovation Mgmt
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53
?
?
?
?
? ?
?
+Zoom-Zoom
m h
i r i r
n z i f n
rfi r ,
i r , n r
r n h i
ri r mr
r i i n.
m in h
i i r
in i if h
mr
r i i n i n r
in m
r r
f r r mr.
r r i n f r r i n ?
T h s i n ss C n v s m k s x i i t h
r r t i n n t r i n v fr r s i n ss.
r r i n f r r m r ?
Th r s i ti n C n v s m k s x i i t h
r r t in v fr r stm r s.
* or r v cot t or r v t r v o , o ot str t Cor t st r r, r, r r , St , os
?
?
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?
? ?
?
+Zoom-Zoom
u h
i r i ur
n i u n
r r ,
i r , n u r
u r u n h i
ri u r u r
u r i i n.
in h
i i u r
in i i h
u r u
r i i n i n ur
u in
r r u
r ur u r.
r u r i n u r ur uin
h u in C nv m i i h u
r r i n n u ri n v u f r u r u i n .
r u r i n u r ur u r
h V u r i in Cnv m i i h
u r r i n v u f r u r u m r .
r r v t t r r v t r v , t tr t — C r t tr r, r, r r , t ,
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+Zoom-Zoom
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.
.
T h u i n C n v i i h u
r r i n n u ri n v u f r u r u i n .
Th V u r i i n C nv i i h
u r r in v u f r ur u r .
* r rv t t r r v t r v , t tr t — C r t tr r, r, r r , t ,
proactively adapt and
evolve the business
model and value
proposition
54
LessonsLearned
55
To get beyond the “decisionattitude” we must designmultiple business model
alternatives
56
8/19/2019 Innovation Mgmt
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The Business Model Generation methods and tools create a visuallanguage that gets us beyond the
land of blah blah blah
57
how much did the cost of homecoffee consumption change forSwiss households over the last
couple of years?
58
+800%+600%
59
Nespressochanged the business model
for espresso
60
8/19/2019 Innovation Mgmt
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still one of the fastest-growing businesses in
the Nestlé group
61
average growth of 30%p.a. since 2000
62
approx. 4 billion CHF annualrevenue with 1 product line(4.2B USD)
63
what is a business model?
64
8/19/2019 Innovation Mgmt
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65
a business modeldescribes the rationalefor how an organizationcreates, delivers, and
captures value
Business Modeldef.
(busi·ness-mo·del)
66
Business
Model
Canvas
67
The Business Model Canvas
RevenueStreams
Channels
CustomerSegmentsValuePropositionsKeyActivitiesKeyPartners
KeyResources
CostStructure
CustomerRelationships
Designed by: Date: Version:Designed for:
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
ThisworkislicensedundertheCreativeCommons Attribution-ShareAlike3.0UnportedLicense.Toviewacopyofthislicense,visit:
http://creativecommons.org/licenses/by-sa/3.0/orsendalettertoCreativeCommons,171SecondStreet,Suite300,SanFrancisco,California,94105,USA. strategyzer.com
68
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CUSTOMER SEGMENTS
images by JAM
the different groups of people or organizations your organization
aims to help with getting a job done
69
VALUE PROPOSITIONS
images by JAM
describes the bundle of products and services that create
value for a specific customer segments
70
CHANNELS
images by JAM
outlines the customer touch points t hrough which an organization
interacts with each of its customer segments to communicate and
deliver a value proposition
71
CUSTOMER RELATIONSHIPS
images by JAM
describes how an organization gets, keeps, and grows
each customer segment and what type of
relationships it entertains with each of t hem
72
8/19/2019 Innovation Mgmt
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REVENUE STREAMS
images by JAM
represents the type of revenues an organization generates from each
customer segment for a specific value proposition
73
KEY RESOURCES
images by JAM
describes the most important assets required to make a
business model work
74
KEY ACTIVITIES
images by JAM
describes the most important things a company must perform
to make its business model work
75
KEY PARTNERS
images by JAM
outlines the network of suppliers and partners that make
the business model work
76
8/19/2019 Innovation Mgmt
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COST STRUCTURE
images by JAM
describes all costs incurred to
operate a business model
77
images by JAM
customer segmentskey partners
cost structure revenue streams
channels
customer relationshipskey activities
key resources
value proposition
78
images by JAM
customer segmentskey partners
cost structure revenue streams
channels
customer relationshipskey activities
key resources
value proposition
79
images by JAM
80
8/19/2019 Innovation Mgmt
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CANVAS OVERLAY
images by JAM
OFFER
CHANNELS
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
REVENUE STREAMSCOST STRUCTURE
KEY
ACTIVITIES
KEY
PARTNERS
KEY
RESOURCES
81
images by JAM
CANVAS OVERLAY
CHANNELS
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
REVENUE STREAMSCOST STRUCTURE
KEY
ACTIVITIES
KEY
PARTNERS
KEY
RESOURCES
OFFER
82
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
ThisworkislicensedundertheCreativeCommonsAttribution-ShareAlike3.0UnportedLicense.Toviewacopyofthislicense,visit:
http://creativecommons.org/licenses/by-sa/3.0/orsendalettertoCreativeCommons,171SecondStreet,Suite300,SanFrancisco,California,94105,USA. strategyzer.com
bu ild ing
b loc k
bui ld i ngbloc k
building
block
buildingbloc k
building
block
b u i l d i n g
b l o c k
building
block
b u i l d i n g b l o c k
bu ild ing b loc k
buil d ingbloc k
buildingbloc k
building
block
BusinessModelGeneration.com/canvas
83
example:Nespresso
84
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Key Partners Key Activ it ies
Key Resources
Value
Proposition
Customer
Relationships
Customer
Segments
Channels
Revenue
Streams
Cost
Structure
Nespresso
Nespressomachines
re tail
households
business
1 x machine
sales
machine manu facturer
85
Key Partners Key Activ it ies
Key Resources
Value
Proposition
Customer
Relationships
Customer
Segments
Channels
Revenue
Streams
Cost
Structure
Nespresso
Nespressomachines
re tail
Nespresso
.com
mailor der &c allcent er Nespresso s tores
households
1 x machine
sales
distributionchannels
machine manu facturer
Nespresso club
Ne s p re s so p
od s
86
Key Partners Key Activ it ies
Key Resources
Value
Proposition
Customer
Relationships
Customer
Segments
Channels
Revenue
Streams
Cost
Structure
Nespresso
Nespressomachines
re tail
Nespresso
.com
mailor der &c allc enter Nespresso s tores
households
1 x machine
sales
distributionchannels
machine manu fac turer
Nespresso club
Ne s p re s so p
od s
why different
channels?
87
Key Partners Key Activ it ies
Key Resources
Value
Proposition
Customer
Relationships
Customer
Segments
Channels
Revenue
Streams
Cost
Structure
Nespresso
Nespressomachines
re tail
Nespresso
.com
mailor der &c allc enter Nespresso s tores
households
1 x machine
sales
distributionchannels
machine manu fac turer
Nespresso club
Ne s p re s so p
od s
Nespresso machinesacquir e and lock-in
switching costs
br and pat ent s
broad
distribution
88
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8/19/2019 Innovation Mgmt
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Each business modelbuilding block reinforces
the others
93
!Before their success, they hadthe wrong business model and
almost went bankrupt!
94
Key Partners Key Activ it ies
Key Resources
Value
Proposition
Customer
Relationships
Customer
Segments
Channels
Revenue
Streams
Cost
Structure
Nespresso
Nespressosystem
of fices
joint venture with
manufacturer
mac h ine
manu fac turer
95
the right business model canbe the difference betweensuccess and failure for the
same product
96
8/19/2019 Innovation Mgmt
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97 98
99
they built a portfolio, whichsustained their growth and
diversified risk
100
8/19/2019 Innovation Mgmt
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If in r i v r r i n r t r sn 't F i t
nthin, it m n t r t in u s t m r
v u. n't rr i f n t i n s/ i n s rh k – u n't stisf t h m . sk
urs f , h s ur u r s i-
t i n r t u r Cu st m r ?
7
TheBusiness ModelCanvas
Revenue Streams
Channels
CustomerSegmentsValue PropositionsKeyActivitiesKeyPartners
KeyResources
Cost Structure
CustomerRelationships
Desig ned by: Date: V ersi on:Designedfor:
: Business Model Foundry GmbH, Switzerlandwww.businessmodelgeneration.com
Thisworkislicensedunderthe Creative CommonsAttribution-Share Alike 3.0UnportedLicense.Toview acopyofthislicense,visit:
http://creativecommons.org/licenses/by-sa/3.0/orsendalettertoCreativeCommons,171SecondStreet,Suite 300,SanFrancisco,California,94105,USA. strategyzer.com
zooming into the value proposition
101
a value propositiondescribes the
benefits customerscan expect from a
bundle of products andservices
Value Propositiondef.
(val·ue-pro·po·si·tion)
102
i i .
Crete Observe i .
Fit
33
C
C
T
3
'
,
. '
' .
,
7
customer profilevalue map
103
CUSTOMER JOBS
what customers are trying to get done in their work and in their lives;
tasks to perform, problems to solve, needs to satisfy
j i
i i .
i i i i i i .
, i i i
i i
i i . , i i i
i i i i i .
* T “j ” v , r ,
r , I nn i h r n.
.
, ,
.
.
.
,
.
104
8/19/2019 Innovation Mgmt
27/38
CUSTOMER PAINS
describe bad outcomes, risks, and obstacles related to customer jobs
. .
i i ,
, i i
. .
i i , , i
i
i i
. . i
i i , i
, i i
i i i
. .
i , i i
i i i , i
i j i
i i
. .
i , , , .
i . .
i i , i , i i ,
i
’ i i
. . i i i , ,
i
i
. . i i
i i
i i . .
i , i ,
i i i
105
CUSTOMER GAINS
describe the more or less expected benefits the customers are seeking
i i
. . i i i i ,
i
i
i i
. . i i j ,
i
’ j i
i . . i
, i ,
i
i i i
i . .
, i i i
i
i i , , i
. .
i i i
i
i . .
i ’ i i
i i . . i
, i , i ,
i
106
The focus should
be on what jobscustomers are
trying to get done.
– Tony Ulwick, Founder
Strategyn
“
”
107
Jobs-to-be-done
offers a clear way toinnovate.
– Clay Christensen,
HBS
“
”
108
8/19/2019 Innovation Mgmt
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PRODUCTS & SERVICES
a list of all the products and services a value proposition is built around
109
PAIN RELIEVERS
describe how your products and services alleviate customer pains
I I
110
GAIN CREATORS
describe how your products and services create customer gains
I I
111
Why dobusinesses fail?
112
8/19/2019 Innovation Mgmt
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8/19/2019 Innovation Mgmt
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10m
or 1b+
search execution
design testing
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKeyActivitiesKeyPartners
KeyResources
CostStructure
CustomerRelationships
D e si gnedb y: D at e: V er si on:D esi gned f or:
: Business Model FoundryGmbH, Switzerlandwww. busi nessmodelgenerati on. com
T his wo rk is lic ens ed u nd er t he C rea tiv eC ommon sA ttr ib utio n -Sh are A lik e3 .0 U n po rte d L ic en se. To vie wa c op y o f t his lic en se ,v isit:h ttp ://c re ativ ec ommon s.o rg /lic en se s/b y-s a/3 .0 /o rs en da le tte rto C re ativ e Co mmo ns ,1 71 S e co nd S tr ee t,S uit e 3 0 0,S an F ran cis co ,C alif orn ia ,9 410 5, US A. strategyzer. com
strategyzer.com
G ai nCreators
Pai n R e li ev er s P ai ns
G ai ns
Products
& Servi ces
Customer
Job( s)
TheValueProposition Canvas
Val ueProposi ti on Cust omerSegment
strategyzer.comT h e ma k e r s ofB u si n e s sMo d e l G en er a t i o n an d S t r a t e g y ze r C op yri gh t B u sin e ss Mod el Fo u nd ry AG
TheBusiness ModelCanvas
Revenue Streams
Channel s
CustomerSegment sValue PropositionsKeyActivitiesKeyPartners
KeyResources
Cost Structure
CustomerRelat ionships
Desi gn ed by : D at e : V er si on:D esi gnedfor :
: Busi nessModel Foundry GmbH, Switzerlandwww.businessmodel generation.com
Th is wo rk is lice ns ed un de rth e Cre a tive C ommon sA ttri bu tio n-S h are Ali ke 3.0 U np ort ed L ice ns e.T o vie wa c opy o fth is lic ens e,v is it:htt p:/ /c rea tiv ec ommon s.o rg/l ic en ses /b y-s a/3 .0 /o rse nd a lett e rto C rea tiv eC ommon s,1 7 1S ec on dS tre et, S uite 3 00 ,Sa n Fra nc isc o,C a lifo rn ia,9 4 105 ,U SA . strategyzer. com
strategyzer.com
G ainCreators
Pai nRel i e vers Pa ins
G ains
Products
& Servi ces
Customer
Job( s)
TheValueProposition Canvas
Val ue Proposi t i on C us to me rS eg me nt
strategyzer. comT h emak ers o f B u s i ne s s Mod elG e ne r ati on a nd Str ate g y z er Co py rig h tB us in es sMo de lF o un dry A G
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValuePropositionsKeyActivitiesKeyPartners
Key Resources
Cost Structure
CustomerRelationships
D esi gned by: D at e : V er si on:D esi gned f or:
: BusinessModel FoundryGmbH, Switzerlandwww.bu sinessmodel generation.com
Th is wo rk i s l ice ns ed un de rth e Cre a tiv eC ommon sA ttri bu tio n-S h are A like 3 .0U n port e dL ice ns e. T o vie w a c op yo fth is lic en se ,vis it:htt p:/ /c rea tiv ec ommon s.o rg /lic en ses /b y-s a/3 .0 /o rs en da le tte rto C re ativ e C o mmo ns, 17 1S ec on d S tre e t,S uite 3 00 ,S an Fra n cis co ,Ca lifo rn ia, 94 10 5, U S A. strategyzer. com
strategyzer.com
G ainCr eators
P ai n Re li ev er s P a ins
G ains
Products
& Servi ces
Customer
Job( s)
TheValueProposition Canvas
V al ueProposi ti on C ustomerSegment
strategyzer. comT h ema k e r s of B u si n e s sMod elG e ne r a t i o na nd S t r a t e g y z er Co p yrig h tB u sin es s Mo d el F o un d ry AG
TheBusiness ModelCanvas
Revenue Streams
Channels
CustomerSegme ntsValue PropositionsKeyActivitiesKeyPartners
KeyResources
Cost Structure
CustomerRelationships
Desi gned by : Da t e : V er si on:D esi gnedf or:
: Busi nessModel Foundry GmbH, Swi tzerl andwww.businessmodelgeneration.com
Th iswo rk isli ce ns ed un de rth e C re ati ve C ommo ns A ttrib u tio n-S ha re Ali ke 3.0 U np orte d Lic en se .T ov iewa co py oft h is lice ns e,v is it:htt p:/ /c rea tiv ec ommo ns .o rg/l ice ns es /by -s a/3 .0/ ors e nd a lett ert o Cre a tiv eC ommon s,1 71 S eco nd S tre et,S u ite 30 0,S a nF ra nc isc o,C ali fo rnia ,9 41 05 ,U SA . strategyzer.com
strategyzer.com
G ain Creators
Pai n Reli ev er s P ai ns
G ai ns
Products
& Servi ces
Customer
Job( s)
The Value Proposition Canvas
Val ue Pro po si t i on Cust omer Segment
strategyzer. comT he mak ers o f B u s i ne s s Mod elG e ne r ati on a nd Str ate g y z er C o py rig ht B us in es sMo de lF o un dry A G
TheBusiness ModelCanvas
Revenue Streams
Channels
CustomerSegme ntsValue PropositionsKeyActivitiesKeyPartners
KeyResources
Cost Structure
CustomerRelationships
Desi gnedby: D at e : V ersi on:D esi gnedf or:
: BusinessModel FoundryG mbH , Swi tzerl andwww.businessmodelgeneration.com
Th iswork is lic en se d und ert h eC re ati ve Co mmo ns Att rib uti on -S ha re A lik e 3 .0 U np orte d Lic en se .To v iewa co py oft h isli ce ns e,v isit :http :// cre a tive co mmo ns .org /li ce ns es/b y -sa /3 .0/ ors e nd ale tte rt o Cre ati ve C ommon s,1 71 Se co nd Str e et,S u ite 30 0,S a nF ran cis co ,C alif orn ia ,9 41 05 ,U SA . strategyzer.com
strategyzer. com
G ainCreators
Pai nRel i e vers Pa ins
G ains
Products
& Servi ces
Customer
Job( s)
TheValueProposition Canvas
Val ue Proposi t i on C us to me rS eg ment
strategyzer. comT he mak ers o f B u s i ne s s Mod elG e ne r ati on a nd Str ate g y z er Co py rig h tB us in es sMo de lF o un dry A G
TheBusiness ModelCanvas
Revenue Streams
Channels
CustomerSegme ntsValue PropositionsKeyActivitiesKeyPartners
KeyResources
Cost Structure
CustomerRelationships
Desi gnedby : D at e: V ersi on:D esi gnedf or:
: BusinessModel FoundryG mbH , Swi tzerl andwww. businessmodelgenerati on.com
This work is lic en se d und ert h eC re ativ e Co mmo ns Att rib uti on -S ha re A lik e 3 .0 Un po rte d Lic en se .To v iewa co py oft h isli ce nse ,v isit :http :// cre a tive co mmo ns .org /li ce ns es/b y -sa /3 .0/ o rs e nd ale tte rt o Cre ati ve C ommons ,1 71 Se co nd Str ee t,S u ite 30 0,S a nF ran cis co ,C alif orn ia ,9 41 05,U S A. strategyzer.com
strategyzer. com
G ai nCreators
Pai nRel i e vers Pa ins
G ains
Products
& Servi ces
Customer
Job( s)
TheValueProposition Canvas
Val ue Pro posi t i on C us to me rS eg ment
strategyzer. comT he mak ers o f B u s i ne s s Mod el G e ne r ati on a nd Str ate g y z er C o py rig h tB us in es sMo de lF o un dry A G
[Source: design squiggle adapted from Damien Newman, Central]
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design
test
r r.
.
118
design
119
design
test
r r.
.
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test
121
?
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+Zoo-Zoom
.
.
, — , , , ,
a business model or
value proposition
might look great
on paper...
122
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.
.
, , , , ,
but it’s really just a set of
hypotheses
H YPO THESI
H Y PO T H E S
HY P OT HE S IS
H Y PO T H E S
H YPO THESI
HY P OT HE S I
HY P OT HE S IS
H YPOTHESIS
H YPO THESIS
H YPO THESIS
HY P OT HE S IS
H Y PO T H E S
123
SEARCH EXECUTION
customer development
customer
discovery
customer
validation
customer
creation
company
building
PIVOT
[Source: based on StartupOwner’s Manual (2013) Blank& Dorf]
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Provide evidence
showing “what”
customers care about
(the circle) before
focusing on “how” to
help them (the square)
Testing the circle
125
Provide evidence
showing that your
customers care about
how your products
and services kill pains
and create gains
Testing the square
126
Cost Structure
Ke Prtnerships
Ke R esources Chnnes
Ke Activities Vue Propositions Customer
Retionships
Customer
Segments
Revenue Strems
Provide evidence
showing that the
way you intend to
create, deliver,
and capture value
is likely to work
Testing the rectangle
127
Test Crd
+
-Extrct Hpotheses Prioritize Hpotheses Design Test
T
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, , , , ,
Lerning Crd
+
!-
Prioritize Tests Run Tests Cpture Lernings Mke Progress
129
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products& Services
CustomerJob(s)
The Value Proposition Canvas
Value Proposition Customer Segment
strategyzer.comThemakersofBusinessModel GenerationandStrategyzer CopyrightBusinessModelFoundryAG
Pu t Fea ture
Here
How Does it
Kill Pains
Ho w Does i t
Crea te Gains
What needs to be
true for this
feature to work
and create value?
130
customer segment X
wants to save 5% on Y
talk to 20 potential customersand give them a trackable link
with more informationhow many of the
interviewees clicked on
the follow-up link50% clicked the
link
131
Test Card Learning Card
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LessonsLearned
137
To get beyond the “decisionattitude” we must design
multiple business model andvalue proposition
alternatives
138
The Business Model Generation methods and tools create a visuallanguage that gets us beyond the
land of blah blah blah
139
Great products and servicescan fail with the wrong
business model
140
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a better business model almost always outcompetes
a better technology
141
A better understanding ofthe customer profile leads to
better value propositions
142
The Business Model Canvas
and Value PropositionCanvas work together
143
We can use the canvases to
map existing models,improve them,
and invent new ones
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we can use designtechniques to come up with
better alternatives
145
FurtherResources
146
Get a PDF of the canvases free atwww.strategyzer.com/canvas
147
Get free chapters atwww.strategyzer.com/books
148
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Design business modelsdigitally at www.strategyzer.com
149
Feel free toreach outwith any
questions150
Thanks andgood luck!
151
Innovation Management for
Maximum Efficiency and Productivity
L E C T U R E
P R E S E N T E D B Y :
@ B E N S O N G A R N E R
B E N S O N @ B E N S O N G A R N E R . C O M
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