![VALUE
PROPOSITION
COST
STRUCTURE
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
ACTIVITY
CONFIGURATION
CORE
CAPABILITIES
PARTNER
NETWORK
REVENUE
STREAMS
INFRASTRUCTURE CUSTOMEROFFER
FINANCE
a business model describes the value an organization offers to
various customers and portrays the capabilities and partners
required for creating, marketing, and delivering this value and
relationship capital with the goal of generating profitable and
sustainable revenue streams
DISTRIBUTION
CHANNELS
[Osterwalder (2004) The Business Model Ontology]
business model framework](https://image.slidesharecdn.com/businessmodelcanvas2016yefbootcamp-160321045129/85/Business-model-canvas-2016-yef-boot-camp-37-320.jpg)
![VALUE
PROPOSITION
COST
STRUCTURE
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
ACTIVITY
CONFIGURATION
CORE
CAPABILITIES
PARTNER
NETWORK
REVENUE
STREAMS
DISTRIBUTION
CHANNELS
[Osterwalder (2004) The Business Model Ontology]
various starting points / depending on context](https://image.slidesharecdn.com/businessmodelcanvas2016yefbootcamp-160321045129/85/Business-model-canvas-2016-yef-boot-camp-47-320.jpg)
Business model canvas 2016 yef boot camp
- 2. why is each of us here?
- 6. 找回創業的純真年代
- 7. Agenda Evaluating question and solution Lean Canvas Biz Model canvas Revenue Stream options Examples
- 8. 工具的使用原則 這不是水晶球！！ 是一種討論的方法 需不斷重複、更新資訊、驗證假設 …………………
- 12. 上手嗎？ 使的上力嗎？
- 13. Biz model Canvas 沒有教的事 沒有定義要解決什麼問題 價值主張跟產品是不一樣的東西 沒有關於競爭環境的描述與分析 ……..
- 14. Lean Canvas
- 17. 有操作的順序嗎？
- 19. FURTHER
- 20. Risk evaluation
- 21. Product Risk First make sure you have a problem worth solving Define the smallest possible solution (MVP) Demonstrate Unique Value Proposition Build MVP at small scale then verify at large scale
- 22. Customer Risk Identify who has the pain Then narrow down to early adopters who really want your product It’s okay to start with outbound channels But gradually build/develop scalable inbound channels
- 23. Market Risk Identify competition through existing alternative and pick a price for your solution Test pricing first by measuring what customers say Then by what they do Optimize your cost structure to make the biz model work
- 24. Design Your Biz
- 26. user-centered
- 29. holistic
- 30. fit
- 32. co-creation
- 33. ideation
- 34. visualization
- 35. prototyping
- 36. what is a business model?
- 37. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS INFRASTRUCTURE CUSTOMEROFFER FINANCE a business model describes the value an organization offers to various customers and portrays the capabilities and partners required for creating, marketing, and delivering this value and relationship capital with the goal of generating profitable and sustainable revenue streams DISTRIBUTION CHANNELS [Osterwalder (2004) The Business Model Ontology] business model framework
- 38. Apple iTunes & iPod
- 39. iPod cost structure lifestyle brand “high-end” consumer prod. & softw. design hardware & softw. dev. hardware revenues iTunes multimedia downloads e-commerce multimedia rights mgmt iBook content producers Apple stores dealer network multimedia revenues hardware suppliers brand management hardware distribution content distribution content
- 40. strategic fit
- 41. the Amazon.com you know
- 42. Amazon Simple Storage Services (S3)
- 43. selling stuff on the Web IT infra customer relationships mass customer data services Amazon.com data grid partners selling stuff Amazon S3 Amazon.com Internet API Web2.0 companies warehousing & distribution distribution content management product selection A9 product search data storage fees product search search engine revenues e-commerce sites Internet marketing
- 44. back to YOU INC.
- 46. it better be integrated…
- 47. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS [Osterwalder (2004) The Business Model Ontology] various starting points / depending on context
- 48. Netflix (niche) movies over the Internet COST STRUCTURE profile specialized clientele ACTIVITY CONFIGURATION large movie database independent films REVENUE STREAMS Web online movie rental (with large niche movie database)
- 49. Skype free VoIP & value added services software development website global (non segmented) deliver voice & video quality “eBay” large scale low margin internet software development free voice-over-IP VoIP telephony & value-added services
- 51. BUSINESS MODEL CANVAS 介紹
- 52. 52 images by JAM customer segments key partners cost structure revenue streams channels customer relationships key activities key resources value proposition Source: <Sxsw New Rules for the New Bubble >, Steve Blank
- 53. CUSTOMER SEGMENTS which customers and users are you serving? which jobs do they really want to get done? Source: <Sxsw New Rules for the New Bubble >, Steve Blank
- 54. Customer Segments Mass Market Niche Market Segmented Diversified Multi-sided platforms (or multi-sided markets)
- 55. VALUE PROPOSITIONS what are you offering them? what is that getting done for them? do they care? Source: <Sxsw New Rules for the New Bubble >, Steve Blank
- 56. Value Propositions Newness 創新。 Performance 效能提升。 Customization 客製化商品。 Getting the job done 提供solution。 Design 設計 Brand/status Price Cost reduction 幫客人省錢。 Risk reduction Accessibility Convenience/usability
- 59. CHANNELS how does each customer segment want to be reached? through which interaction points? Source: <Sxsw New Rules for the New Bubble >, Steve Blank
- 60. Channels Channel type • Own 自己所有的通路 • Sales force • Web sales • Own stores • Partner 所有的通路 • Partner stores • Wholesaler Channel phase • Awareness. How do we raise awareness about our company’s products and services? • Evaluation How do we help customers evaluate our organization’s Value Proposition? • Purchase How do we allow customers to purchase specific products and services? • Delivery How do we deliver a Value Proposition to customers? • After sales How do we provide post- purchase support?
- 61. CUSTOMER RELATIONSHIPS what relationships are you establishing with each segment? personal? automated? acquisitive? retentive? Source: <Sxsw New Rules for the New Bubble >, Steve Blank
- 62. Customer Relationships Personal assistance. Dedicated personal assistance 專屬個人的服務 Self-service Automated services Communities Co-creation
- 63. REVENUE STREAMS what are customers really willing to pay for? how? are you generating transactional or recurring revenues? Source: <Sxsw New Rules for the New Bubble >, Steve Blank
- 64. Revenue Streams asset sale 賣東西 usage fee 服務費 subscription fee lending/renting/leasing租金 licensing授權專利 brokerage fee收仲介費用 Advertising
- 65. 各種可能的營收 Unit Sales Advertising Fees Franchise fees Utility Fees Subscription Fees Transaction Fees Professional Fees License Fees
- 66. KEY RESOURCES which resources underpin your business model? which assets are essential? Source: <Sxsw New Rules for the New Bubble >, Steve Blank
- 67. Key Resources Physical Intellectual Human Financial
- 68. 68 KEY ACTIVITIES which activities do you need to perform well in your business model? what is crucial? Source: <Sxsw New Rules for the New Bubble >, Steve Blank
- 69. Key Activities Production 生產 Problem solving Platform/network
- 70. KEY PARTNERS which partners and suppliers leverage your model? who do you need to rely on? Source: <Sxsw New Rules for the New Bubble >, Steve Blank
- 71. Key Partners Optimization and economy of scale Reduction of risk and uncertainty Acquisition of particular resources and activities
- 72. COST STRUCTURE what is the resulting cost structure? which key elements drive your costs? Source: <Sxsw New Rules for the New Bubble >, Steve Blank
- 73. Cost Structures Cost-driven 降低成本，cost down策略 Value-driven 差異化 Cost Structures can have the following characteristics: • 1.Fixed costs 固定成本 • 2.Variable costs 變動成本 • 3.Economies of scale • 4.Economies of scope
- 74. 74 images by JAM customer segments key partners cost structure revenue streams channels customer relationships key activities key resources value proposition Source: <Sxsw New Rules for the New Bubble >, Steve Blank
- 76. EXERCISE
- 79. Exercise 請針對你抽到的題目評估其question & solution，並放 到matrix上。 如果皆屬Good，則請針對其市場、產品、顧客等概念 進行驗證。 如果屬於一好一壞，則請思考如何可以改善？是題目不 佳，還是方案無用？為好的Q 或好的S找一個具有價值 的地方，然後進行驗證。 如果你抽到的QS 都不佳~~請發揮集智之力改變它~~