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    Business-Model-Canvas and Task 2 (2024) Amended

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    Lecture notes about Business Model canvas

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    Business-Model-Canvas and Task 2 (2024) Amended

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    Lecture notes about Business Model canvas

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    Business-Model-Canvas and Task 2 (2024) amended

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    Lecture notes about Business Model canvas

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    0 views37 pages

    Business-Model-Canvas and Task 2 (2024) Amended

    Uploaded by

    Andy
    Lecture notes about Business Model canvas

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    Business Model Canvas

    Autumn 2024
    (Almost) all Materials from www.alexosterwalder.com and www.strategyzer.com
    Task 2
    • Build a business model canvas on your own organization.
    • Explain your reasoning
    • You are expected to fill the canvas and then explain every item in your
    canvas – so same structure as in 5 Forces
    • Return: The Business model canvas template (filled) and thorough
    explanation of it’s content. Follow Osterwalders logic (pp. 16-17)
    • Return the report to OMA by 4.10.2024
    • Return the presentation to OMA by 4.10.2024

    • On the presentation please concentrate on the key problem areas (of


    business) of your Canvas. Max 6 slides
    Course reading:

    Osterwalder/Pigneur: Business Model Generation (e-book)

    Instructions:
    - Go to Metropolia library pages
    - Go to MetCat
    - Search: Business model generation Osterwalder
    - Click Dawsonera
    - Download or read online (7 day loan)
    Environmental and social costs Environmental and social benefits
    • Osterwalder on BMC:
    https://www.youtube.com/watch?v=RpFiL-1T
    VLw
    • Longer Version
    https://www.youtube.com/watch?v=RzkdJiax6
    Tw
    An organisation serves one or several Customer Segments
    It seeks to solve customer problems and satisfy customer needs with value
    propositions
    A customer value proposition is a
    business or marketing statement that
    describes why a customer should buy
    a product or use a service. It is
    specifically targeted towards
    potential customers rather than other
    constituent groups such as
    employees, partners or suppliers.
    Value propositions are delivered to customers through
    communication, distribution, and sales Channels
    Customer relationships are established and maintained with each Customer Segment
    Revenue streams result from value propositions successfully offered to customers
    Key Resources are the assets required to offer and deliver the previously described
    elements
    Some activities are outsourced and some resources are acquired outside the
    enterprise
    The business model elements result in the cost structure
    Partner Network Key Activities Value Proposition Customer Customer
    Who are our Key Partners? What Key Activities do our What Value do we deliver
    Relationship Segments
    Who are our key suppliers Value Propositions require? to the customer? What type of relationship does For whom are we creating
    Which Key Resources we Our distribution channels Which one of our each of our Customer Segment Value?
    are aquiring from partners? Customer relationships? customer’s problems are expect to establish and Who are our most
    Which Ke Activities do Revenue Streams? we helping? maintain with them? important customers?
    partners perform? Which cutomer needs are Which ones have we
    - Production we satisfying? established? - Mass Market
    - Optimization of - Problem Solving What bundles of products How costly are they? - Segmented
    ecomomy of scale - Platform and services are we How are they integrated with - Diversified
    - Reduction of risk and - Network offering to each customer the rest of our business model? - Niche Market
    uncertainty segment? - Multi-sided Markets
    - Acquisition of
    particular resources - Newness
    and services - Performance
    - Customization
    Key Resources -
    -
    Getting the job done
    Design
    Channels
    What Key Resource do our
    Value Propositions require? - Price Through which Channels do our
    Our Distribution Channels? - Cost reduction Customer Segments want to be
    Customer Relationshis - Risk reduction reached?
    Revenue - Accessibility How are we reaching them
    - Convenience now?
    - Physical - Usability How are our Channels
    - Intellectual integrated?
    - Human Which ones work best
    - Financial Which ones are most cost-
    efficient?
    How aare we integrating them
    with customer routines?

    COST Structure Revenue Streams


    What are the most important costs inherent in our business For what value are our customers willing to pay?
    model? For what do they currently pay?
    Which Key Resources are most expensive? How are they currently paying?
    Which Key Activities are mot expensive? How would they prefer to pay?
    • Further tools
    – Srategyzer.com
    cdn.corporatefinanceinstitute.com, AMAZON BMC

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