Alex Osterwalder
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The document discusses business tools and their importance for running businesses. It notes that our current age of anxiety is due to trying to do modern jobs with outdated tools. It then discusses different business modeling tools like the Business Model Canvas and Value Proposition Canvas, explaining what they are used for and how they help conceptualize different aspects of a business like customer segments, value propositions, and key activities. It emphasizes that great business tools should be conceptually sound, have a good user interface, and provide an excellent user experience.
Alex Osterwalder
- 1. @AlexOsterwalder Tools to Help You Run Your Business
- 4. Strategyzer.com#bmgen 1+ mio / 30+ languages
- 5. ?So why do we need business tools anyways?
- 6. 6
- 8. 80%
- 11. Our age of anxiety is the result of trying to do today’s jobs with yesterday’s tools. – Marshall McLuhan, philosopher “ ”
- 12. 12
- 13. 4y+4y+5y=13y
- 14. ?what got our team interested in business tools?
- 16. ?What happens when you discuss business models (and value propositions) without a shared language
- 17. (smart people sitting around a table)
- 23. ?how do you call this phenomenon?
- 25. blah blah blah the land of ...
- 26. Any problem can be made clearer with a picture – Dan Roam, Author “ ”
- 27. The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com 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. strategyzer.com BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK
- 28. great business tools are conceptually sound, have a great UI and offer an excellent UX
- 31. ?is one tool enough?
- 35. The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com 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. strategyzer.com this is one of your customer segments
- 36. The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com 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. strategyzer.com this is what you’re offering your customers
- 37. The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com 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. strategyzer.com Hygiene Solutions Users (Bathrooms) Facility Managers Resellers
- 38. The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com 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. strategyzer.com VP for Users Users (Bathrooms) Facility Managers Resellers VP for Facility Managers VP to Resellers
- 39. The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com 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. strategyzer.com
- 40. and for us techies there’s another reason we need business tools
- 42. put yourself into your customer’s shoes
- 43. we can understand her better by describing three things
- 46. The focus should be on what jobs customers are trying to get done. – Tony Ulwick, Founder Strategyn “ ”
- 47. We hire products to do things for us. – Clayton Christensen, Harvard Professor “ ”
- 49. What are the jobs-to- be-done of a CIO?
- 51. What are the pains of a CIO? (e.g. problems, risks, obstacles, …)
- 53. What gains are CIOs looking for? (e.g. required or desired outcomes and benefits)
- 54. Which ones are the high value jobs you might want to focus on? industry- specific
- 62. Customer Profile choose one customer segment from your business model and profile it
- 64. !REMEMBER your solution is not part of the customer profile!
- 66. it’s still the value proposition you’re offering your customer
- 68. you can understand it better by again describing three things
- 70. how your products & services are killing your customer’s pains
- 71. how your products & services produce gains your customers expect, want, or desire
- 72. Design a Product, Service or Feature
- 73. strategyzer.com Gain Creators Pain Relievers Pains Gains Products & Services Customer Job(s) The Value Proposition Canvas Value Proposition Customer Segment strategyzer.comThe makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG Put Feature Here How Does it Kill Pains How Does it Create Gains
- 74. strategyzer.com Gain Creators Pain Relievers Pains Gains Products & Services Customer Job(s) The Value Proposition Canvas Value Proposition Customer Segment strategyzer.comThe makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG strategyzer.com Gain Creators Pain Relievers Pains Gains Products & Services Customer Job(s) The Value Proposition Canvas Value Proposition Customer Segment strategyzer.comThe makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG Put Feature Here How Does it Kill Pains How Does it Create Gains
- 75. Testing
- 76. The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com 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. strategyzer.com BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK BUILDING BLOCK
- 77. Hypothesis 1: People are interested in using an iPad App to sketch out business models Hypothesis 2: Buyers would pay approximately 29.- USD for it
- 78. Design a test to prove these hypothesis right or wrong
- 80. Having data, doesn’t mean you have proof
- 81. Test Cards
- 82. Hypothesis 1: People are interested in using an iPad App to sketch out business models
- 84. People are interested in using an iPad App to sketch out business models
- 85. create a landing page with email sign-up People are interested in using an iPad App to sketch out business models
- 86. the proportion of people who sign up compared to total website visitors create a landing page with email sign-up People are interested in using an iPad App to sketch out business models
- 87. over 20% of visitors sign up create a landing page with email sign-up People are interested in using an iPad App to sketch out business models the proportion of people who sign up compared to total website visitors
- 88. Write Your Own Test Card
- 89. strategyzer.com Gain Creators Pain Relievers Pains Gains Products & Services Customer Job(s) The Value Proposition Canvas Value Proposition Customer Segment strategyzer.comThe makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG Put Feature Here How Does it Kill Pains How Does it Create Gains What needs to be true for this feature to work and create value?
- 90. What needs to be true for this feature to work and create value? e.g. XYZ is an extreme pain for customer X
- 91. ?why don’t we have more integrated strategic business tools?