Visual Business Modeling
Visual Business Modeling
Visual Business Modeling
Some Fun with Alex Osterwalders BMC | Service Design Drinks Berlin, 03.09.2012
1
Choices & Consequences
Activity Networks
Value Flow Mapping for Ecosystems
Value Conguration Perspective: Chains/Shops/Networks
Tom Hulmes Canvas (IDEO)
Patrick Sthlers Canvas (Fluidmind)
etc.
!
Other Scientic Conceptualisations
Fraunhofer IAO Canvas
Image Credits / Sources in order of appearance: Casadesus-Masanell, R., & Ricart, J. E. (2011). How to Design A Winning Business Model. Harvard Business Review, 89(1/2), 100107. // Porter, M. E. (1996). What is Strategy? Harvard Business Review, (November - December). // Ouden, E. den. (2011). Innovation Design: Creating Value for People, Organizations and Society (1st ed.). Springer London. // Fjeldstad, . D., & Stabell, C. B. (1998). Conguring Value for Competitive Advantage: On Chains, Shops, and Networks. Strategic Management Journal,, Vol 19, 413437. // valuenetworksandcollaboration.com, 2011 // Tom Hulme (http://weijiblog.com/ startup-tools/) // Patrick Sthler (http://blog.business-model-innovation.com/tools/) // Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing Your Business Model. Harvard Business Review, 86(12), 5059. // Fraunhofer IAO (http://moby.iao.fraunhofer.de/)
Osterwalders Business Model Canvas: The Building Blocks
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Customer Segments
Which customers do we serve? What are the jobs they need to get done?
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Value Proposition
Tip: Use the Value PropositionDesigner!
What do we offer them? Which problem do we really solve? What value do we really provide?
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Channels
How can we best reach/serve each customer segment? What are the best interaction/touch points?
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Relationships
What relations shall we establish with our customer segments? Personal? Automated? Acquisitive? Retentive?
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Relationships
fe r i ng f
ome r C us t
r f ac e I n te
What relations shall we establish with our customer segments? Personal? Automated? Acquisitive? Retentive?
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Revenue Streams
What are our customers really willing to pay for? How? Transactional or recurring revenues?
images by JAM
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Key Resources
Which resources and assets are critical to successfully run our business?
images by JAM
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Key Activities
What essential key activities do we have to perform to deliver our value proposition?
images by JAM
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
10
Key Partners
Who are critical partners and suppliers leveraging our business model? With whom do we co-create value?
images by JAM
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
11
Key Partners
nf ras I
t u re t r uc
Who are critical partners and suppliers leveraging our business model? With whom do we co-create value?
images by JAM
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
11
Cost Structure
What is our resulting cost structure? Which key elements drive costs?
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
12
Cost Structure
ance Fi n
What is our resulting cost structure? Which key elements drive costs?
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
12
Key Activities
Value Proposition
Relationships
Key Partners
Customer Segments
Cost Structure
Key Resources
Revenue Streams Channels
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
13
Starting Points: Resource-Driven
Key Activities Value Proposition Relationships
Key Partners
Customer Segments
Cost Structure
Key Resources
Revenue Streams Channels
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
14
Starting Points: Offer-Driven
Key Activities Value Proposition Relationships
Key Partners
Customer Segments
Cost Structure
Key Resources
Revenue Streams Channels
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
15
Starting Points: Customer-Driven
Key Activities Value Proposition Relationships
Key Partners
Customer Segments
Cost Structure
Key Resources
Revenue Streams Channels
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
16
Starting Points: Finance-Driven
Key Activities Value Proposition Relationships
Key Partners
Customer Segments
Cost Structure
Key Resources
Revenue Streams Channels
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
17
Starting Points: Multiple-Epicenter-Driven
Key Activities Value Proposition Relationships
Key Partners
Customer Segments
Cost Structure
Key Resources
Revenue Streams Channels
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
18
Key Activities
Value Proposition
Relationships
Key Partners
Customer Segments
Cost Structure
Key Resources
Revenue Streams Channels
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
19
Key Activities
Value Proposition
Relationships
Key Partners
Customer Segments
i n a te Elim
s ts Co
Re duc e /
C re ate /R
Va l ue
aise
Cost Structure
Key Resources
Revenue Streams Channels
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
19
Key Activities
Value Proposition
Relationships
Key Partners
Best Sustainable Equilibrium
Customer Segments
i n a te Elim
s ts Co
Re duc e /
C re ate /R
Va l ue
aise
a l ue x. v ma f or u re ap t c any mp e co th
Cost Structure Key Resources
m a x. v a l ue f or t he u se r
Revenue Streams Channels
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
19
Video Gaming Strategy Canvas: Nintendo Wii (in 2007)
Key Activities Value Proposition Relationships
Nintendo Wii
Microsoft Xbox 360
Sony PS3
Key Partners
Customer Segments
Value Level & Price
i n a te Elim
s ts Co
Re duc e /
C re ate /R
Va l ue
aise
tro l
isk
rd D
ec ti
Mo
nC
Ga
Do
Us er
Ha
nn
un
tio
Co
Mo
Ux
/F
Ec
os
Key Resources
DV
Channels
Re
lby
Fa cto
ys tem
5.1
ce
CP
Pri
GP
on
me s
vie
vit
ac
Cost Structure
Revenue Streams
r
iy
20
KP
KA
VP
CR
CS
KR
CH
CS
RS
Nintendo Wii (in 2007)
eliminate
reduce
create
raise
unchanged
KP
KA
VP
CR
CS
state-of-the-art chip development
male hardcore gamers
KR CH
n e w p ro p r ie t ar y te c h n o l o g y
passive immersion with high-end performance and graphics
CS
RS
c o n s o le b s idie s su
Nintendo Wii (in 2007)
eliminate
reduce
create
raise
unchanged
KP
KA
VP
CR
CS
state-of-the-art chip development
g ame de ve l o p e r s
male hardcore gamers
KR
CH
game developers
n e w p ro p r ie t ar y te c h n o l o g y
passive immersion with high-end performance and graphics
retail distribution
CS
RS
c o n s o le b s idie s su
royalties from game developers
Nintendo Wii (in 2007)
eliminate
reduce
create
raise
unchanged
KP
KA
VP
CR
CS
state-of-the-art chip development
g ame de ve l o p e r s
male hardcore gamers
KR
CH
game developers
n e w p ro p r ie t ar y te c h n o l o g y
passive immersion with high-end performance and graphics
retail distribution
CS
RS
c o n s o le b s idie s su
technology development costs
n s o le co uc t io n pro d s cos t
royalties from game developers
Nintendo Wii (in 2007)
eliminate
reduce
create
raise
unchanged
KP
KA
VP
CR
CS
state-of-the-art chip development
r n a t i ve a l te once p t g ame c h re s e a rc
ic ro - r STM c s f o ro n i e le c t EMS M e te rs le rom ac c e
mo t i o n c o n t ro l le d g am i ng
u t, rko er y , wo e c o v o rt a l r sp ic h ys p
f un f ac t o r e x pe r , so cial ie n c e f am i l y
CH
g ame de ve l o p e r s
male hardcore gamers
KR
o t io n m n t ro l co olo gy te c h n
physical activity, social get-together
c asua l g ame rs
retail distribution families
gi r ls
game developers
n e w p ro p r ie t ar y te c h n o l o g y
passive immersion with high-end performance and graphics
CS
RS
c o n s o le b s idie s su
technology development costs
n s o le co uc t io n pro d s cos t
royalties from game developers
Nintendo Wii (in 2007)
eliminate
reduce
create
raise
unchanged
KP
KA
VP
CR
CS
state-of-the-art chip development standard component hardware manufacturers
r n a t i ve a l te once p t g ame c h re s e a rc
mo t i o n c o n t ro l le d g am i ng
u t, rko er y , wo e c o v o rt a l r sp ic h ys p
f un f ac t o r e x pe r , so cial ie n c e f am i l y
CH
g ame de ve l o p e r s
male hardcore gamers
ic ro - r STM c s f o ro n i e le c t EMS M e te rs le rom ac c e
retail store involvement
KR
o t io n m n t ro l co olo gy te c h n
physical activity, social get-together
c asua l g ame rs
retail distribution families
gi r ls
game developers
n e w p ro p r ie t ar y te c h n o l o g y
passive immersion with high-end performance and graphics
CS
RS
c o n s o le b s idie s su
technology development costs
n s o le co uc t io n pro d s cos t
royalties from game developers
h a rd w s a le s a re pro f i t
Nintendo Wii (in 2007)
eliminate
reduce
create
raise
unchanged
KP
KA
VP
CR
CS
state-of-the-art chip development standard component hardware manufacturers
r n a t i ve a l te once p t g ame c h re s e a rc
Desirability
u t, rko er y , wo e c o v o rt a l r sp ic h ys p
f un f ac t o r e x pe r , so cial ie n c e f am i l y
CH
mo t i o n c o n t ro l le d g am i ng
g ame de ve l o p e r s
male hardcore gamers
ic ro - r STM c s f o ro n i e le c t EMS M e te rs le rom ac c e
retail store involvement
KR
o t io n m n t ro l co olo gy te c h n
physical activity, social get-together
game developers
n e w p ro p r ie t ar y te c h n o l o g y
Best passive immersion Sustainable with high-end Equilibrium performance and
graphics
c asua l g ame rs
retail distribution families
gi r ls
Feasibility
CS RS
Viability
royalties from game developers
c o n s o le b s idie s su
technology development costs
n s o le co uc t io n pro d s cos t
h a rd w s a le s a re pro f i t
Nintendo Wii (in 2007)
eliminate
reduce
create
raise
unchanged
Key Activities
Value Proposition
Relationships
Key Partners
Customer Segments
Cost Structure
Key Resources
Revenue Streams Channels
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
22
Key Activities
Value Proposition
Relationships
Key Partners
Customer Segments
10: MI 00 NU T
ES
Cost Structure Key Resources Revenue Streams Channels
Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
22
What I havent told you
23
Want to know more? Join the Business Model Generation!
businessmodelgeneration.com/book
businessmodelyou.com
24
and start following these Guys and Organisations!
Alexander Osterwalder: http://www.businessmodelalchemist.com Patrick Sthler: http://blog.business-model-innovation.com Steve Blank: http://steveblank.com Doblin Group: http://news.doblin.com Innosight: http://www.innosight.com BusinessModelsInc: http://www.businessmodelsinc.com DesignWorks @ Rotman: http://bit.ly/TYRLhG Illinois Institute of Design: http://www.id.iit.edu/news
25
Design-driven strategic business planning
Jan Schmiedgen // Zwiestdter Strae 7 // 12055 Berlin // +49 173 3 83 15 26 // [email protected]
26
Backup: Some Examples of well known Business Models
27
Image Credit: 2011 Business Models Inc. (www.businessmodelsinc.com)
www.businessmodelgeneration.com
Image Credit: 2008 XPLANE (www.xplane.com) & Alexander Osterwalder (www.alexosterwalder.com)
29
Image Credit: 2008 XPLANE (www.xplane.com) & Alexander Osterwalder (www.alexosterwalder.com)
30
Image Credit: 2011 Business Models Inc. (www.businessmodelsinc.com)
www.businessmodelgeneration.com
Image Credit: 2011 Business Models Inc. (www.businessmodelsinc.com)
www.businessmodelgeneration.com
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