20131211 angelday #bm_gen_vujade_lr_v1

BUSINESS MODEL GENERATION

Jasper Bouwsma
Founder & CEO
Vujàdé Ltd. – Supporting Forward Thinking
Zurich, Switzerland 2013.12.11
© Vujàdé Ltd. – Supporting Forward Thinking

Photo by: Vujàdé Ltd – Jasper Bouwsma

A common language to develop and
discuss business models

Vu-jà-dé
Vujàdé is the opposite of deja vu and gives the impression that something
has not yet taken place, or has never been there.
Looking for new solutions. Critically questioning existing structures and behavior.
Looking at something from a different or an unusual point of view.
In other words, Vujàdé stands for innovation.


2


Slide | 3

“

Do you ever get that strange
feeling of vuja de?
Not déjà vu, vuja de.
It's the distinct sense that
somehow, something that just
happened has never happened
before. Nothing seems familiar.
And then suddenly the feeling is
gone. Vuja de.

”

George Denis Patrick Carlin (May 12, 1937 – June 22, 2008)
American stand-up comedian, social critic, actor, and author



5

À PROPOS

1. CORPORATE CONSULTING

2. START-UP SUPPORT

3. INCUBATION


Jasper Bouwsma

Founder & CEO Vujàdé Ltd.
Jasper Bouwsma is committed to supporting entrepreneurs, start-ups and
established companies in bringing their innovation to market successfully.
Through his combination of start-up and corporate activities, Jasper has a
unique insight in innovation, the success factors and typical reasons for failure.
Jasper was born and raised in The Netherlands, studied International Business at
the University of Maastricht (NL) and University of Fribourg (CH). In addition he
took courses in Innovation Strategy and Management at MIT Sloan (Boston, USA)
and Stanford Research Institute (Menlo Park, USA).
Until early 2008 he worked for the Swiss national telecommunications provider
Swisscom where he initiated and led its incubation activities as Head of
Incubation. Autumn 2008 he founded Vujàdé Ltd.
Jasper lives with his wife, two daughters and son outside of Berne.


OUR

TOPIC
FOR TODAY


Business Modeling

Slide | 9

Business Modeling

Slide | 10

Alexander Osterwalder

A Swiss Business Book author.

Slide | 11

Insert Photo of book with Jasper’s Name.

Co-Created by

470 practitioners from 45 countries.

Slide | 12

AGENDA

AGENDA
1

Introduction Business Model Canvas | #BMGen

2

Design Thinking: Prototyping and Iteration

3

Levels of Mastery


BUT BEFORE WE

START

VIDEO

COFFEE-BREAK VALUE PROPOSITION…


WHAT ARE

?!

YOUR

EXPECTATIONS


AGENDA
1

Introduction Business Model Canvas | #BMGen

i.

Introduction Business Model Canvas

ii.

Exercise: Case Study Nespresso #1

iii.

Tips & Tricks | Frequently Committed Mistakes

iv.

Exercise: AirBnB & iTunes


QUESTION
HOW MUCH DOES
1KG COFFEE COST

?

2


© Vujàdé Ltd.www.businessmodelgeneration.com
– Supporting Forward Thinking

CHF6.95



CHF95.-



WHY HAS
NESPRESSO BEEN
SO SUCCESSFUL?
?

www.businessmodelgeneration.com

NESPRESSO
CHANGED THE
BUSINESS MODEL
FOR COFFEE


RESULT 2012
USD4.0B+
(BY A SINGLE PRODUCT…)



BUZZ

GROUP

DISCUSS & DESCRIBE
WHAT YOU THINK
NESPRESSO’S
BUSINESS MODEL
IS.

BUZZZ

ZZ

ZZ

CON

SE


S
D

PLEASE
EXCUSE

MYFRENCH

BUT THAT IS

BOARD ROOM

BLAH BLAH

BLAH

BULL
S#%T
BINGO

Business Model Canvas:

Creating a common language
for business modeling.


THE BUSINESS MODEL CANVAS
KEY
PARTNERS

KEY
ACTIVITIES

KEY
RESOURCES

COST STRUCTURE



VALUE
PROPOSITIONS

CUSTOMER
RELATIONSHIP

CHANNELS

REVENUE STREAMS

CUSTOMER
SEGMENTS

VIDEO

#BMGen – 01

GETTING FROM BUSINESS IDEA TO BUSINESS MODEL


Photo by: Vujàdé Ltd. – Jasper Bouwsma

“

A living cell requires energy
not only for all its functions,
but also for the maintenance
of its structure.


Albert Szent-Gyorgyi

Case Study

Nespresso
•  B2C & B2B
•  Business Model Portfolio


5’

5’

1’

4’

2’
3’


KEY
PARTNERS

KEY
ACTIVITIESting
ke

Mar

Machine
Producers

VALUE
PROPOSITIONS

Household

n
cha

Production
Brand
facilities
COST STRUCTURE

Distri
bution



CUSTOMER
SEGMENTS

N-Club

Produ
ction

IP KEY
Patents
RESOURCES
(1800+ Distripatents) bution s
nel

Production

CUSTOMER
RELATIONSHIP

CHANNELS

l
Cal r
te
N.com
Cen

Business

Store

s Retail

REVENUE STREAMS

Mark
eting

Machi
ne

Pods

ANECDOTE


KEY
PARTNERS

KEY
ACTIVITIESting
ke

Mar

Machine
Producers

VALUE
PROPOSITIONS

Household

cha

n

Production
Brand
facilities
COST STRUCTURE

Distri
bution



CUSTOMER
SEGMENTS

N-Club

Produ
ction

IP KEY
Patents
RESOURCEStri(1800+
is
patents) D tion
bu
nels

Production

CUSTOMER
RELATIONSHIP

CHANNELS

l
Cal r
te
N.com
Cen

Business

Store

s Retail

REVENUE STREAMS

Mark
eting

Machi
ne

Pods

NESPRESSO

HAS TAKEN A
WHILE TO BECOME
SUCCESSFUL…


1987

THE RIGHT BUSINESS MODEL
CAN BE THE DIFFERENCE
BETWEEN SUCCESS AND
FAILURE FOR EXACTLY THE
SAME TECHNOLOGY OR
PRODUCT
Vujàdé Ltd. – Supporting Thinking
© Vujàdé Ltd. – Supporting ForwardForward Thinking

WHY WILL
NESPRESSO EVEN
BE MORE
SUCCESSFUL?
?

WE ARE MOVING FROM
PORTFOLIOS OF PRODUCTS
TO
PORTFOLIOS OF
BUSINESS MODELS.


“

Everything should be made
as simple as possible,
but not simpler.


Albert Einstein

TIPS &
TRICKS


VIDEO

#BMGen – 02

VISUALIZE YOUR BUSINESS MODEL


… NEVER WRITE ON THE CANVAS

Using post-its allows an easily shifting and removing of elements.
Therefore the exercise stays dynamic and the business model or
the value propositions can be continuously developed.
KEY
PARTNERS

KEY
ACTIVITIES

KEY
RESOURCES

COST STRUCTURE


VALUE
PROPOSITIONS

CUSTOMER
RELATIONSHIP

CHANNELS

REVENUE STREAMS

CUSTOMER
SEGMENTS

… ONE IDEA - ONE POST-IT

Use a thick marker!
No bullets, use for each point a separate post-it. This allows
you easily shifting the elements and quickly testing combinations.

teenagers

s
ther
mo


… COLOR CODING

Use different color post-its to highlight certain aspects of your
business model. For example, use different color stickies if you
have two very different customer segments in your business
model with very different jobs-to-be done (e.g. advertisers and
users). Then continue to use the same colors for the
corresponding value propositions, channels, etc.


… VISUALS & WORDS
Combining images and words to describe business model building blocks
is more powerful than just using words. Our brain processes images quicker than
words. Hence, images will allow viewers of your Canvas to more rapidly grasp the big
picture of your model.

on
producti


social
network

customer

… GRANULARITY

Don’t add too many elements when you are sketching out the
strategic overview of a business model. Too many details hide
the big picture. On the other hand, adding detail is appropriate
when you work on the refinement of your business model, in
order to test it and consider customer development.


FREQUENTLY

COMMITTED

MISTAKES

… ORPHAN ELEMENTS

Make sure you don’t create “orphan” elements in your
business model. For example, every Statty in the revenue streams
box needs a corresponding Statty in the customer segment and
value proposition box that highlights who is willing to pay for
what. You should not, for instance, have “advertising” as a
revenue stream, without having an “advertiser” who is willing to
pay for “an audience”
mer
usto nt
C
e
Segm

n

Orpha
Value
Propo
sition

Revenue
Source

… MIXING PRESENT AND FUTURE

Make sure you clearly distinguish between presently existing
business models and future ideas. Mixing them can be confusing.
You can easily distinguish between the two by using color coding
or by using separate Canvases.

sent
pre


future

… TOO MANY IDEAS IN ONE CANVAS

Describing too many different ideas in the same Business Model
Canvas can lead to con- fusion. Try using separate Canvases to
sketch out individual ideas. If necessary you can al- ways bring
them together in the same Canvas later on.
KEY
PARTNERS

KEY
ACTIVITIES

VALUE
PROPOSITIONS

COST STRUCTURE

KEY
ACTIVITIES

VALUE
PROPOSITIONS

CUSTOMER
RELATIONSHIP

REVENUE STREAMS

CUSTOMER
SEGMENTS
KEY
PARTNERS

KEY
RESOURCES

CHANNELS

KEY
ACTIVITIES

VALUE
PROPOSITIONS

CUSTOMER
SEGMENTS

REVENUE STREAMS

REVENUE STREAMS

KEY
PARTNERS

KEY
ACTIVITIES

KEY
RESOURCES

COST STRUCTURE


CUSTOMER
RELATIONSHIP

CHANNELS

KEY
RESOURCES

COST STRUCTURE

COST STRUCTURE

CUSTOMER
SEGMENTS

CHANNELS

KEY
RESOURCES

KEY
PARTNERS

CUSTOMER
RELATIONSHIP

VALUE
PROPOSITIONS

CUSTOMER
RELATIONSHIP

CHANNELS

REVENUE STREAMS

CUSTOMER
SEGMENTS

“

Because you can't do today's job
with yesterday's methods
and be in business tomorrow.


Exercise

AirBnB & APPLE iTUNES
•  B2B
•  Product to Service Centric


2 x 3’ EXERCISE
Key
Partners

Key
Activities

Project Name

Value
Proposition

Iteration Nr

Customer
Relationship

Key
Ressources

Customer
Segments

Channels

com

mun

ity
sale
s

cata
logu
e

Revenue
Streams

Cost
Structure

&m

arke

ting

phot

ogra
ph

ers

deve

lopm
en

t

com

mun

plat

ity

form

sale
s
help

desk

empl

oyee
s

cata
logu

e de
velo

pmen

t
plat
form

empl

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.

Vujàdé Ltd. – Consulting I Start-up Support I Incubation
Elfenaustrasse 3 I CH-2502 Biel/Bienne I Switzerland
+41 32 32 32 300 I contact@vujade.com I www.vujade.com
www.slideshare.net/vujade

pay

oyee

s

pal

world

wide

cove

rage

BUSINESS MODEL

pay

world
wi

de

sale

s&

pal

cove

rage

mar
ketin

g

imag

es by

Math

ilde

sale

s&

mar
ketin

g

imag

es by

Math

ilde


&m

arke

ting

KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

COST STRUCTURE

© Images by XPLANE, with warm thanks to Alexander Osterwalder

VALUE
PROPOSITIONS

CUSTOMER
RELATIONSHIP

CHANNELS

REVENUE STREAMS

CUSTOMER
SEGMENTS

KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

COST STRUCTURE

© Images by Mathilda, with Forward Thinking
Vujàdé Ltd. – Supporting warm thanks to Yves Pigneur

VALUE
PROPOSITIONS

CUSTOMER
RELATIONSHIP

CHANNELS

REVENUE STREAMS

CUSTOMER
SEGMENTS

3’

3’

1’
2’


2008
Source: http://stamen.com/clients/airbnb

2009

2010

2011

November 4th 2013

The Airbnb Economy in New York:
Lucrative but Often Illegal
By ELIZABETH A. HARRIS

…
A huge amount of money hangs in the balance of this dispute,
including revenue for Airbnb, as well as untold millions in hotel tax
dollars that the attorney general says Airbnb has been costing the
state every year. Also at stake is a discrete little economy, populated
by New Yorkers who make a substantial portion of their income by
renting out apartments on a short-term basis through the website,
sometimes legally and sometimes not.
http://www.nytimes.com/2013/11/05/nyregion/the-airbnb-economy-in-new-york-lucrative-but-often-unlawful.html?_r=0

Source: http://www.tagesanzeiger.ch/wirtschaft/unternehmen-und-konjunktur/Bund-nimmt-ZimmerTeilet-unter-die-Lupe/story/25680550

VIDEO

AirBnB

GETTING FROM BUSINESS IDEA TO BUSINESS MODEL

http://www.youtube.com/watch?v=PFV5wFF-Y-I


“

The important thing is not to stop
questioning.
Curiosity has its own reason for existing.


Albert Einstein

AGENDA
2

Design Thinking & BMGen for Incubation

i.

Introduction Design Thinking

ii.

Exercise: a bicycle and USD1’000

iii.

Vujàdé Principles


TRADITIONAL THINKING


DESIGN THINKING


PROTOTYPING


“

“The more you stumble around,
the more likely you are
to stumble across
something valuable.”


Sergey Brin, Co-Founder Google

VIDEO

PROTOTYPING


#BMGen – 03


“

Once you understand business models
you can then start prototyping
business models just like
you prototype products.



HUMAN-CENTERED

DESIGN
ALLOWS US TO CREATE AND
DELIVER SOLUTIONS BASED ON

PEOPLE’S NEEDS

G

T
E

T

OU

THE

OF

ILD

BU

NG
I


“
All truths are easy to understand once
they are discovered;
the point is to discover them.


AGENDA
3

Design Thinking & BMGen for Incubation

i.

Introduction Design Thinking

ii.

Exercise: a bicycle and USD1’000

iii.

Vujàdé Principles


Exercise

You have a bicycle and USD1000.Prototype:
•  3 Business Models in
•  3 Minutes


+


“

Logic will get you from A to B.
Imagination will take you everywhere


Albert Einstein

KEY
PARTNERS

KEY
ACTIVITIES

VALUE
PROPOSITIONS

Guess

Guess

Gues

s

s

KEY
RESOURCES

CHANNELS

ss
Gue

Guess

Guess

s
ues
G

Gues

s

COST STRUCTURE

Guess

Guess



ss

Gue

Gues

Guess

Guess

CUSTOMER
RELATIONSHIP

CUSTOMER
SEGMENTS

Guess

Guess

Gues

s

REVENUE STREAMS

Gues

s

Guess

Guess

s

Gues


“

Get your facts first,
then you can distort them
as you please.


VUJÀDÉ PRINCIPLES
THINGS WE BASE OUR WORK ON
• 

ITERATIVE PROCESS
Through iteration you get smarter during your journey.
Fail early, fail cheap!

• 

SHAKEN NOT STIRED
Combine the best of both worlds.

• 

HOLY TRINITY
Finding the sweet-spot between customer, business, and technology


ITERATE ITERATE ITERATE

HORIZONTAL
ITERATION


VERTICAL
ITERATION

GET SMARTER DURING YOUR JOURNEY

INCREASE
INSIGHT

SHAKEN NOT STIRRED
COMBINE THE BEST OF BOTH WORLDS

NEW

OLD

VJD


VUJÀDÉ THINKING
(SHAKEN NOT STIRRED)


HOLY TRINITY
FINDING THE SWEET-SPOT
CUSTOMER

TECHNOLOGY


BUSINESS

HURRY… SLOWLY
DEVELOPMENT OF INSIGHTS DURING VENTURES

TIME


DON’T FORGET THE RECYCLE BIN



“

“Ultimately, there needs to be
some gravitational force that pulls it all
together. Otherwise, you can get great
pieces of technology all floating around
the universe, but it doesn’t
add up to much”


Steve Jobs


1


Slide |

1

ELECTRICITY: 50Y
REFRIGERATOR: 40Y
PC: 30Y

MOBILE PHONE: 25Y

INTERNET: 20Y

DIESE GRAPH SHOWS TWO THINGS:
1) TECHNOLOGIES ARE BEING ADOPTED QUICKER
2) MORE TECHNOLOGIES ARE BEING ADOPTED


Slide |

1

FACEBOOK: 7Y

SCHWEIZ: 2’934’700/MONAT
(38.71% DER BEVÖLKERUNG)
WELTWEIT: 979’648’940/MONAT
(7.2% DER WELTBEVÖLKERUNG)

Slide |

1

http://blogs.hbr.org/2013/11/the-pace-of-technology-adoption-is-speeding-up/?
utm_source=Socialflow&utm_medium=Tweet&utm_campaign=Socialflow


Slide |

1

VIDEO

BUSINESS MODEL MASTERY


“

In exponential times, if you improve
your performance incrementally

YOU FALL BEHIND
EXPONENTIALLY
Curt Carlson,
SRI International
CEO


”

Slide | 138

“

You may hate gravity,
but gravity doesn't care


Clayton Christensen,
Harvard Professor & Author


WRAP

UP
VJD

REFLEXION
DOCUMENT ON

BIG STATTYS WITHIN YOUR GROUP:

•  #BMGen:

OR

•  WHAT ARE YOUR 3 LEARNINGS ?
•  WAYGTDOM?
WHAT ARE YOU GOING TO DO ON MONDAY ?


? + WHY ?


“

Action is the
foundational key
to all success.
Pablo Picasso
1888 - 1973
Spanish painter

Vujàdé Ltd.

Visiting Address
Elfenaustrasse 3
CH-2502 Biel/Bienne
+41 (0)32 32 32 300
Online
www.vujade.com
contact@vujade.com

VujadeLtd


Postal Address
P.O. Box 4
CH-3257 Grossaffoltern

SOME
FURTHER
METHODS


FORESIGHT
TECHNOLOGY REGULATORY
TRENDS
TRENDS

SOCIETAL &
SOCIAL-ECONOMIC
CULTURAL TRENDS
TRENDS

KEY
TRENDS
COMPETITIVE
ANALYSIS

MARKET
ANALYSIS

SUPPLIERS & OTHER
VALUE CHAIN ACTORS

MARKET
SEGMENTS

STAKEHOLDERS
COMPETITORS
(INCUMBENTS)

NEEDS &
DEMAND

INDUSTRY
FORCES

MARKET
FORCES

NEW ENTRANTS
(INSURGENTS)

SWITCHING COSTS

SUBSTITUTE PRODUCTS
& SERVICES

REVENUE
ATTRACTIVENESS

MACRO
ECONOMIC
FORCES

GLOBAL MARKET
CONDITIONS

CAPITAL
MARKETS

COMMODITIES &
ECONOMIC
OTHER RESOURCES INFRASTRUCTURE

MACRO-ECONOMICS

MARKET ISSUES

CUSTOMER FOCUS

STRATEGYZER.COM

THE VALUE PROPOSITION CANVAS
GAIN
CREATORS

GAINS
CUSTOMER
JOBS

PRODUCTS
& SERVICES
PAIN
RELIEVERS



PAINS

Slide | 152

THE VALUE PROPOSITION CANVAS
GAIN
CREATORS

4a

3.a

4b

GAINS
2b

1a

1a
CUSTOMER
1b
JOBS

PRODUCTS .b
3
& SERVICES

4c

3.c

4d

PAIN
RELIEVERS

4e



2c

PAINS

2e

1c

2d

Slide | 153

20131211 angelday #bm_gen_vujade_lr_v1

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20131211 angelday #bm_gen_vujade_lr_v1