Business model mappingsoftware
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The document outlines a business model mapping event led by Steven Diebold, aimed at exploring different types of innovation and utilizing the business model canvas. Participants engage in a game to prototype business models, using case studies such as Earbits to discuss various monetization strategies. The event emphasizes the importance of alternative models, participant feedback, and collaboration for successful outcomes.
Business model mappingsoftware
- 1. Business Model Mapping (A Knowledge Game) Tuesday Sept 21, 2010 6:30pm-7:30pm Twitter: @ stevenrdiebold www.stevendiebold.com Email: Steven@ StevenDiebold.com We are accepting new research partners for development projects StevenDiebold.com
- 2. What we’ll cover today Organize into groups based on core competency (Networking Game) 4 types of innovation available (in need of a vehicle) • Explain business model canvas • Explain the game and how to play • Play the game • Post process results with 1 person from each table
- 3. Introduction 4 Types of Innovation 1.Business Model Driven 2.Technology Driven 3.Customer Driven 4.Trends Driven
- 4. Introduction Business Models as a Tool for Success
- 6. Business Models 1. Product or Service In need of a model to Monetize it profitably.
- 7. Xerox model – (Tech Driven)- Usage Driven Lease
- 8. Google model (Tech Driven) – Free Subsidized by Ads
- 9. Business Model Canvas 2. Need a Common Language for Creating, Capturing,Delivering Value Profitably DESIGN ATTITUDE
- 14. Business Model Canvas Game Point #3 How Do We Play This Game?
- 15. Color Coded for each customer segment if more than 1
- 16. 2. Map existing model to the canvas with post its
- 17. CASE STUDY So let us use the product EARBITS
- 18. CASE STUDY Not-for-Profit Model: 105.1 Classical music. Traditionally, an organization like EARBITS would seek donors to fund the distribution of RADIO PLAYS beneficiaries. Like myself, the management team of EARBITS doesn’t see this as a sustainable business model nor as one that will achieve the most impact. MONEY DRIVEN/RANKED FORCED RADIO PLAY versus CUSTOMER DRIVEN RADIO PLAY bad idea. Cross-Subsidy Model: EARBITS could sell the RADIO PLAYS to a premium segment (e.g classical music listeners) in order to fund the free distribution of the music to beneficiaries. Financially this model already looks more robust than the first. Sales/Retail Model: Why not try to sell through traditional ITUNES retail since there is already a market for public indie music. Micro-Finance/Micro-Entrepreneurship Model: Another powerful way to bring the bag to the market could be an alliance with a micro-finance institution which would finance micro-entrepreneurs to sell IPODS in foreign territory with no internet. The entrepreneurs would then resell the IPODS with music already on them. Licensing/Franchising Model: EARBITS could go down a completely different path and simply license its technology to different institutions. Alternatively, it could build a franchise model to quickly scale its growth. Resource Model (IPOD) give away heavily reduced cost IPODS with subscription service for 1yr. COMBINED VALUE.
- 19. START THE GAME START MAPPING NOW… 25-30min limit
- 20. Post Processing Results Key Point: How many alternative models were you able to come up with?
- 21. BUILDING PROFITABLE BUSINESS MODELS Key Point: WE NEED FEEDBACK AND TESTIMONIALS ON THE MEETUP.COM SITE. WITHOUT FEEDBACK WE CANNOT SURVIVE. SLIDES CANNOT BE MADE AVAILABLE. Sorry.
- 22. Thank you and additional resources We value your feedback- please complete the survey before you leave. Learn more about how we can help you with your current challenges www.stevendiebold.com Clients we have worked with on many different projects We are accepting new research partners for optimization projects StevenDiebold.com/consulting
Editor's Notes
- #8: xerox advised to trash this device but they continued anyway. Too expensive to sell direct so they decided to lease it for x number of copies per month and anything over that would be $ x cents per copy. This helped deal with depreciating asset of use and device getting over used. Well you know the story that they made more copies than they thought they would so Xerox model was profitable because the lease covered much of their costs and it allowed them to test demand for the device. Demand went crazy.
- #9: Great innovation and many using it but no way to monetize the invention. They placed ads next to the search results and whammo. They monetized it to the tune of billions of dollars.
- #10: 9 building blocks to the Canvas
- #11: Create Value for WHOM? What value do you create for them? How do you do it?
- #12: Create Value for WHOM? What value do you create for them? How do you do it?
- #13: xerox advised to trash this device but they continued anyway. Too expensive to sell direct so they decided to lease it for x number of copies per month and anything over that would be $ x cents per copy. This helped deal with depreciating asset of use and device getting over used. Well you know the story that they made more copies than they thought they would so Xerox model was profitable because the lease covered much of their costs and it allowed them to test demand for the device. Demand went crazy.
- #14: xerox advised to trash this device but they continued anyway. Too expensive to sell direct so they decided to lease it for x number of copies per month and anything over that would be $ x cents per copy. This helped deal with depreciating asset of use and device getting over used. Well you know the story that they made more copies than they thought they would so Xerox model was profitable because the lease covered much of their costs and it allowed them to test demand for the device. Demand went crazy.
- #15: Create Value for WHOM? What value do you create for them? How do you do it?
- #16: Create Value for WHOM? What value do you create for them? How do you do it? (VALUE SIDE THEN TALK ABOUT COST SIDE)
- #17: Create Value for WHOM? What value do you create for them? How do you do it?