The document outlines an agenda and provides guidance for a business model challenge workshop. The timetable shows that students will spend 45 minutes filling out a business model canvas, 10 minutes reviewing the canvases, then 45 minutes finding new opportunities based on the canvases. Tips are provided for filling out the canvas, such as researching as much as possible but making assumptions where needed. Students are instructed to structure the process by first filling out a high-level canvas as a group then dividing up the business model building blocks. Guidance is also given for the opportunity finding portion, suggesting using creativity techniques and asking questions from a book to spark new ideas.

1. Business Model Challenge
Materials: pens, pencils, laptops or student PC’s, A3 business models, blank A3 paper, small post-its
Timetable
12.25-13.10 filling in the Business Model Canvas
13.10-13.20 hang up canvases and study them
break
13.30-14.15 finding new opportunities based on the canvas
14.15-14.30 hang up A3 pitch sheet and help select winner
Help with filling in the Business Model Canvas
Use the questions on the blank canvas.
Do as much research as possible, but make assumptions or informed guesses where necessary.
Structure the process to switch between general and detailed information. E.g.
- Take a few minutes with the whole group to fill in a first version of the canvas in pencil, focus on
the value proposition.
- Divide the building blocks over the group to do more research to fill them. Typically you can
group A: Key Resources, Key Partners and Key Activities, B: Customer Segments, Channels and
Customer Relationships, C: Cost Structure and Revenue Streams.
- Get back together with the results from the research and fill in each building block properly.
Guideline: each building block should contain between one and four elements (stated concisely)
Tip: use drawings to fill in the building blocks instead of statements
Help with finding new opportunities
You know creativity techniques: use them!
Ask loads of questions, e.g. some of the ones from page 231 of the book:
Which activities, partnerships and resources have the highest cost?
What features or services could be enhanced or newly created to produce a valuable new customer
experience?
How will changes to the Value Proposition affect the customer side of the model?
What jobs do new customer segments really want to have done?