Transparencias de la presentación en la XGN sobre el uso del Business Model Canvas para modelar un negocio de forma comprehensiva sin hacer un gran esfuerzo.

1. iseñ
DiseñA
una
EmpresA

2. Abel Muiño

3. Abel Muiño
Developer

4. Abel Muiño
¿Emprendedor?

7. Twimarks

8. not the
guru
you are looking for

9. 0€
00

12. Un modelo de negocio describe
las razones de cómo una
organización
• crea
• entrega
• y captura
valor

13. Captura Crea Entrega

14. Clientes
¿A quien hay que llegar y servir?

15. Propuesta de valor
¿Cón qué productos/servicios creamos valor para un cliente?

16. Canales
¿Cómo llegamos a los clientes para entregar valor?

17. Relación con el cliente
¿Cómo adquirimos y retenemos clientes?
¿Cómo aumentamos las ventas?

18. ¿Cómo se genera el dinero?
¡Ingresos!

19. Recursos clave
¿Cuáles son los recursos imprescindibles para el modelo?

20. Actividades clave
¿Qué cosas debemos hacer para que funcione el modelo?

21. Colaboraciones
clave
Proveedores, colaboradores, alianzas…

22. ¿Por dónde se nos va el dinero?
¡Gastos!

23. Ingresos
- Gastos
= Beneficios

24. 0
00
lineas de
código

26. Day Month Year
No.
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?
Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model?
How costly are they?
What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments
Our Distribution Channels? Customer Relationships? want to be reached?
Revenue Streams? How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
What are the most important costs inherent in our business model? For what value are our customers really willing to pay?
Which Key Resources are most expensive? For what do they currently pay?
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
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/
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27. Silly cow business
model

28. Day Month Year
No.
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?
Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model?
How costly are they?
What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments
Our Distribution Channels? Customer Relationships? want to be reached?
Revenue Streams? How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
What are the most important costs inherent in our business model? For what value are our customers really willing to pay?
Which Key Resources are most expensive? For what do they currently pay?
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
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.