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Business model canvas sw lisbon14

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Business Model Canvas Workshop

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Business model canvas sw lisbon14

  1. 1. BMC Workshop André Marquet, Nov 2014
  2. 2. MY VIDEO TUTOR #1 CASE STUDY 1. Think about a cool name that encompasses what you want to provide. 2. Grasp the overall technical ambition to show an MVP on Sunday (negotiate with developers). 3. Braindump by having everyone discuss the level approach towards the solution. 4. Define a roadmap of tasks (use Kanban). FRIDAY
  3. 3. MY VIDEO TUTOR #2 a.k.a. tutor.co 1. Sketch the first version of BM canvas, research competitors. 2. Design the offline/ online questionnaires. 3. Get out to the street to validate assumptions, and board on potential customers/ users. 4. Plan on how acquire your first customers, incorporate assumptions. 5. Sketch on paper the early user interfaces. 6. Do a landing page, social media. 7. Thinking about systems architecture (e.g. how to integrate w/ FIWARE). SATURDAY The offer for the free .CO domain registration can be redeemed at www.go.co/ startupweekend using the following code: SW141103361
  4. 4. VTUTOR.IO #3 1. Sketch the second version of BM canvas. 2. Do the first sales to fools, friends and family 3. If no computer MVP is possible have a mechanical turk one instead 4. Prepare your pitch deck 5. Train your pitch 6. Upload your pitch deck 7. Convince the jury you should win! SUNDAY
  5. 5. Judging Criteria Validation Execution & Design Business Model LIFE IS NOT FAIR
  6. 6. Judging Criteria •Did your team get out and talk to customers? Are you actually solving a problem? •What’s your clear value proposition to that customer? Validation Execution & Design Business Model
  7. 7. Judging Criteria •Did you work well as a team? •Do you have a prototype (paper is ok)? •Do you have an MVP to present (can you demo)? •Design Matters! Validation Execution & Design Business Model
  8. 8. Judging Criteria •Does your solution solve a core need? •Why is it unique? •How will you differentiate yourself from your competition (did you identify competition)? Validation Execution & Design Business Model
  9. 9. • Project Planning • Business Plan Workshop Agenda
  10. 10. Business Plan?
  11. 11. No Plan Survives the Impact with Reality
  12. 12. We Need a Leaner Approach “Design the business model is as much or even more important that building the product” Alex Osterwalder
  13. 13. Exercice #1 “Define what is a Business Model in 1 minute”
  14. 14. Exercice #1 “What elements were on your definition?”
  15. 15. Key Activities Customer Relationship Customer Segments Key Partnerships Cost 
 Structure Key Resources Value Proposition Distribution Channels Revenue Streams
  16. 16. Only Hypothesis
  17. 17. How to fill it?
  18. 18. Customer Segments
  19. 19. Answer 5 questions 1. Who are our most important customers? 2. Who are our users? 3. Who’s influencing them? Who decides? 4. Which are the customers’ more important habits? 5. What type of customer segments should we address?
  20. 20. Persona Example for Customer Segment • Representation as realistic as possible of the main characteristics of our customers. • It is recommended to create at least one persona per each customer segment.
  21. 21. Value Proposition
  22. 22. Answer 5 questions 1. What exact problem are we trying to solve? 2. Is this a relevant (real) problem? 3. What is the solution that are developing? 4. How much value are we delivering to the client? 5. Are are the main features of our value proposition?
  23. 23. How to answer them? Testing hypothesis.
  24. 24. How to validate assumptions? We can use 2 approaches: • Interviews • Surveys
  25. 25. Interviews: Solving a Real Problem? Hypothesis List of problems Test Interview 20 people and verify if there is a match between the problems the team has identified and the answers. It is validated if There is a positive match for the top 5 problems.
  26. 26. Interviews: Creating a Real Solution? Hypothesis List of solutions Test Interview 20 people and verify if there is a match between the solutions the team has identified and the answers. It is validated if There is a positive match for the top 5 solutions.
  27. 27. Surveys • Serve to test different hypothesis, namely those related with customer segments, value proposition, distribution channels, partnerships, and revenue streams. • They are also a good source of email addresses for direct email marketing. • There are lot of online tools, but you can always do street surveys as well.
  28. 28. Surveys: 5 Best Practices 1. Don’t do more than 10 questions. 2. Ask the most important questions at the beginning of the survey 3. Use direct and clear phrasing 4. Only ask 1 open question per survey. 5. Ask demographic questions at the end of the survey
  29. 29. Distribution Channels
  30. 30. Answer 5 questions 1. How are we going to communicate the value proposition? 2. How are we going to deliver the product to the customer? 3. What are the customer favorite channels? 4. Is there any integration between different channels? 5. What are the channels that deliver the most bang for buck?
  31. 31. Channels Stream Marketing Sales Distribution Post-sales Support
  32. 32. Free Marketing Channels Company Customer Web Site Email Marketing Blogs Social Media Communities Search Engine Optimization Viral Marketing
  33. 33. Paid Marketing Channels Company Customer PPC Direct Mail Tele-Marketing Search Engine Marketing Press & Online Advertising Events & Fairs TV/ Radio
  34. 34. Sales Channels Company Customer Internet Phone-sales Sales Force Value-Added Resellers (VARs) Agents Distributors Retailers
  35. 35. Customer Relationships
  36. 36. Answer 5 questions 1. How are we going to get customers? 2. How are we going to retain customers? 3. How are we going to grow our customer base? 4. What kind of relationship do customers prefer? 5. Is there any integration with the rest of the business model?
  37. 37. Revenue Sources
  38. 38. Answer 5 questions 1. What are types of revenue sources? (examples) 2. What are the pricing models? 3. How much are customers willing to pay? 4. What customers value the most? 5. What it the share of each source on the total revenue?
  39. 39. Leasing Sale Pay per usage
  40. 40. Fixed Rent Pre-paid Royalties
  41. 41. Freemium Intermediation Advertising
  42. 42. Key Activities
  43. 43. Answer 5 questions 1. What are the critical activities of our business? 2. How can they be optimized? 3. Which activities can we automate? 4. Which activities should we outsource? 5. Which activities should we keep doing once in a while to keep in touch with reality?
  44. 44. Key Resources
  45. 45. Answer 5 questions 1. What are the critical resources? 2. How can I minimize risk? 3. What are the common characteristics of critical resources? 4. How can I obtain my critical resources? 5. How can I keep my critical resources?
  46. 46. Key Partnerships
  47. 47. Answer 5 questions 1. Who are our critical partners? 2. Who are our critical suppliers? 3. Which key resources are we buying from suppliers and partners? 4. What kind of partnerships should we seek? 5. What is the best cluster/ supply-chain where I should be located?
  48. 48. Cost Structure
  49. 49. Answer 5 questions 1. What is the resulting cost structure? 2. Which resources have the most impact on the costs? 3. What are the most expensive activities? 4. Can you cut some costs via partnerships? 5. Can you have a leaner cost structure?
  50. 50. Nespresso Exercice #2
  51. 51. Nespresso Nespresso radically changed the business model of expresso coffee.
  52. 52. Instructions • Each member puts up to 3 post-is on the spaces corresponding to each component of the Business Model (15 mins) • Don’t forget to validate the consistency of the model by taking out post-its that are duplicated. • Point a team leader to do the presentation of the BM • Present the Business Model to the group (5 mins)
  53. 53. empresas particulares (fãs do Expresso) 87#
  54. 54. Expresso em Case empresas Expresso na Empresa particulares (fãs do Expresso) 88"
  55. 55. Expresso em Casa empresas Expresso na Empresa particulares (fãs do Expresso) central telefónica Nespresso.com lojas Nespresso encomenda via correio …lojas de “retail” 89#
  56. 56. Expresso em Casa empresas Expresso na Empresa particulares (fãs do Expresso) Clube Nespresso central telefónica Nespresso.com lojas Nespresso encomenda via correio …lojas de “retail” 90#
  57. 57. Expresso em Casa empresas Expresso na Empresa particulares (fãs do Expresso) Clube Nespresso vendas de maquinas Nespresso venda de cápsulas Nespresso central telefónica Nespresso.com lojas Nespresso encomenda via correio …lojas de “retail” 91#
  58. 58. Expresso em Casa empresas Expresso na Empresa particulares (fãs do Expresso) Clube Nespresso distribuição “B2C” marketing produção vendas de maquinas Nespresso venda de cápsulas Nespresso central telefónica Nespresso.com lojas Nespresso encomenda via correio …lojas de “retail” 92#
  59. 59. Expresso em Casa empresas Expresso na Empresa particulares (fãs do Expresso) Clube Nespresso distribuição “B2C” marketing produção canais de distribuição patentes instalações de produção vendas de maquinas Nespresso venda de cápsulas Nespresso central telefónica Nespresso.com lojas Nespresso encomenda via correio …lojas de “retail” 93#
  60. 60. Expresso em Casa empresas Expresso na Empresa particulares (fãs do Expresso) Clube Nespresso fabricantes de maquinas de café distribuição “B2C” marketing produção canais de distribuição patentes instalações de produção vendas de maquinas Nespresso venda de cápsulas Nespresso central telefónica Nespresso.com lojas Nespresso encomenda via correio …lojas de “retail” 94#
  61. 61. Expresso em Casa empresas Expresso na Empresa particulares (fãs do Expresso) Clube Nespresso fabricantes de maquinas de café distribuição “B2C” marketing produção canais de distribuição patentes instalações de produção produção distribuição “B2C” marketing vendas de maquinas Nespresso venda de cápsulas Nespresso central telefónica Nespresso.com lojas Nespresso encomenda via correio …lojas de “retail” 95#
  62. 62. NOW GO FOR THE WIN!

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