1. Doing the
Right Thing
is the essence of
entrepreneurship
Universität St. Gallen, START 2016
Patrick Stähler, fluidminds – the business innovator

2. However, what is the
Right
Thing?

3. Have you found the Right
Thing?
Why should
your business
exist?

4. What do the colors mean?
Beyond optimization of the past
We have to
unlearn the past and
rethink our business
from the customer
perspective.
3
Is Kodak innovative?
What were the tacit
assumptions behind
Kodak’s innovations?
Take 5 min and discuss
it with your neighbors.
Take-aways are in red
Exercises and questions
for you

5. § Dr. Patrick Stähler, Mr. Business
Model Innovation
§ Founder & Partner von
fluidminds GmbH, the business
innovator, Zürich & Sydney
§ fluidminds invents and designs
businesses
§ Example: Experteer.com (career
portal) was founded with the
help of fluidminds
§ »Inventor by chance« of the
business model innovation
concept during my Ph.D. at the
University of St. Gallen.
§ Blogger on Blog.business-
model-innovation, keynote
speaker worldwide.

6. Startups in the past
There was a need for new
products since we lived in a
world of scarcity.

7. The times they are a-changin’
Today, we live in a world of too-
much of everything. We have
everything 100 times.

8. A recipe for
successful
entrepreneurs
Follow the recipe and you will be
successful!
Your success is
guaranteed! Guaranteed!

9. Sorry. There is no easy
recipe. Good entrepreneurs but the
customer in the middle of their
thoughts and the value they create for
customers..
Give Meaning
to customer is
the core to any good business

10. The reality: Nobody is waiting for you!
We have too much of
everything.
We have too much choice!
We get bombarded by ads and
PR!

11. 500,000,000
182,500,000,000
How do you get heard in this noise of information?
Tweets per day
Tweets per year

12. Why should I listen to
you?
Why should I engage with
you?
Do you have something
relevant to say?

13. We have too
much of everything.
Be relevant for your
customers, also in
the long run!
1

14. The company invented
the digital camera in
1973 …

15. …was the partner of
choice for Apple to
enter the digital camera
market…

16. …invented an app so
you can seamlessly
print your pictures…

17. ..so you can easily hold
your pictures in your
hand.

18. With digital printing, your
pictures can be printed on
anything.

19. Even prints of the size of
45m x 64m are possible…

20. Is Kodak innovative?
What were the tacit
assumptions behind
Kodak’s innovations?
Take 5 min and discuss
it with your neighbors.

21. Kodak was highly
innovative, but did not
understand that digital
is more than product
innovation

22. Digital was not about the
best quality that the
traditional customers of
Kodak loved

23. From keeping to
sharing memories –
Digital solves new
jobs for customers

24. Customers discovered
new uses, no sane
person would have
ever thought off

25. Too bad for Kodak that
now even professional
photographers love the
quality of digital

26. A good product is not enough
Bringing innovation
to the market is not
enough. Finding a
business model your
customers love is the
real challenge
2

27. How many
colors does a
rainbow have?

29. A rainbow has eternalcolors, but we reduce
complexity and draw arainbow with 5 or 6
colors

34. Depending from what
background you have,you interpret the sameinformation differently

35. You can’t read
it? Look from far
away. See it
now?

38. What is reality? You
can shape your and
your customers reality.

39. There is no reality in human systems
We see the
world through
our eyes and
interpret reality
3

40. What was one
of the most
successful aid
programs for
the developing
world?*
*Actually, it has nothing to do with governmental aid or NGOs.

41. Which innovation
expanded the
global market for
mobile communi-
cation the most?*
* After the invention of the mobile telephone system itself.

42. Dr. Patrick Stähler |
Which innovation madethis possible?

43. Prepaid
A small change in billingopened new markets inAfrica, Asia, Latin America,
Youths, etc..

44. There are so
many more starting
points for startups
than just innovative
products
4

45. „Wow, I have invented the future of
advertising. We do not need any videos
or pictures or even color anymore.
The future will be a text ad with maximal
95 characters.
It‘s brilliant, isn‘t it?
Would you havedared to saythis?

46. § Instead of looking at better
products, Google Adwords
brought back relevance to
the ad industry
§ Google is blamed to be the
killer of newspapers
§ Sales around 43 bn. USD

47. Dr. Patrick Stähler |

48. 1 device

49. Really good ideas
defy the accepted
rules of an industry.
Rethink from the
customer perspective
the business
5

50. Innovation is all about being
different

51. But if everybody is doing he
same, you have to find
something else

52. The best is if your customers
love your innovation due to
your fantastic value
proposition and and your
ability to deliver what you
promise

53. Where is your
wow? Why should
your business exist
from a customer
perspective?

54. Being just a bit
better is not enough.
You must have a clear
and noticable unique-
ness and magic.
That’s your WOW!
6

55. Customer job to be done
We have to learn to unlearn.
We have to learn to see
beyond the product and
understand what the customer
really wants.
Customer needs are to
imprecise. Let’s talk about
jobs-to-be-done.
Ready to
unlearn?

56. Do we need trucks
and truck drivers?

57. We need to move goods
around. Human driven
trucks are just one mean
to do this.

58. Do we need
accountants?

59. Actually, accountants are
just one mean to get our
books done, manage cash
or get expenses ready for
taxes.

60. Do we need taxis?

61. People want to move easily
and with convenience in
cities. Taxis are just one
mean to do it.

62. Do we need hotels?

63. Do we just need
a bed like at
Formule 1?

64. Or do we need a place
with lovely people in
order to connect to
the place like at
AirBnB?

65. Customer job to be done
We do not need a hotel. We
need an accommodation plus
extras like connecting to
people. That are the jobs-to-
be-done.
Customers hire a product or
service to get a job done. The
products are a means to an
end, not an end in themselves.
The value proposition
creates the value for
the customer, not the
product!

66. Value Proposition
The job-to-get-done is
solution neutral. The job is to
provide accommodation plus
extra benefits like connecting
to people.
Potential solution:
§ 3* hotel
§ Formule 1 Hotel
§ AirBnB (accommodation
plus connection to people)
§ friend that lives in the city
It is of uttermost
importance to
understand the core
job we solve for our
customers

67. Start dreaming
from badly solved
jobs-to-be done of
your customers.
Use technology.
Innovate your business
model
7

68. Dr. Patrick Stähler | 68
Do you know this man?
Hans Rausing = Inventor of the
Tetra Pack Systems

69. He could have sold his
packaging machines,
but…

70. But he sold packaged services Tetra Pack is not a
product innovation but
an implementation of an
innovative business model

71. product/technology value
creates
X
business strategy
enables
defines
business model
Technology or a new produt does not create value.
It is the business model

72. Beyond product innovation
Your business
model is decisive
for value creation,
not new technology
8

73. The
business
model
A

74. The business model is
the DNA of your
business
Are you
aware of yourDNA?

75. The business model
gives meaning to your
employees and
customers

76. 4 elements of a successful business:
What excites
our
customers?
Value Proposition
PATRICK STÄHLER
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How do we
create value
for our
customers?
Value Architecture
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How do we
earn money?
Revenue Model
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Who is on our
team?
What values
do we
pursue?
Team Values
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77. What industry
are we in? Who
are our
competitors? “
„

78. In which industry
are we in?“
„

79. Dr. Patrick Stähler |
That was the job
the customer
wanted to do.
“
„

80. product/services happy customers
creates
X
value proposition
solves
delivered by
business model
The customer perspective: A product does not create value. It is
the value proposition the customer loves
job-to-be-done
addressed
by

81. Value
Proposition
Customer
• Who is our
customer?
• What job do we
solve for them?
Value
• What value do we
create for our
customers? What
value do we create
for our partners?
What excites our customer?
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82. Customer job to be done
Is it easy to put a
Christmas tree straight
up and keep it there
safely and green?

83. There was no big
market for Christmas
tree stands until Mr
Krinner saw the badly
solved job

84. Value
architecture
Offer
• What is our offer?
Distribution
Communication
Channels
• How do we reach
our customers?
• How do we
communicate with
our customers?
How do we create the value?
Value Chain
• What activities do
we have to do to
produce our offer?
• How does our
value chain look
like?
Partner
• What partners do
we need?
Core Capabilities
• What are the core
capabilities we
need?
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85. Architectural innovation
Customers have to transport
and assemble the furniture by
themselves, thereby saving
IKEA two expensive steps in
their value chain
Value Proposition
A new value proposition
beyond price and good design
is created: Instant satisfaction
without waiting for the later
delivery of the furniture

86. Revenue
Model
Cost Structure
• Cost structure is
defined by your
value architecture.
Revenue Sources
• With what do we
earn money?
How do we earn money?
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87. Revenue Model Innovation
Power-by-the-hour: Jet
engine maintenance paid
by the hours in service
Value Proposition
Airlines get variable costs
that depend on their
business success.

88. Team
Values
Team
• Who is in our
team?
• What
competencies do
we have in our
team?
Values
• What values do we
life in our team?
• How do we
interact with each
other and with
customers?
Who is on our team? What values do we live?
HTIGE
EN
nternehmer

90. Customers
Who are our customers?
What job do we solve for our
customers?
Customer Benefit
What benefit do we create for our
customers?
What benefit do we create for our
partners?
Offer
What is our offer?
Value Chain
What are our value creating steps?
What is our value chain?
Core Capabilities
What are the core capabilities
we need?
Distribution Communication
Channels
How do we reach our customers?
How do we communicate with
our customers?
Partner
Which partners do we need?
Questions for a Successful Business Model
Cost Structure
Cost structure is defined by the
value architecture.
Revenue Sources
With what do we earn money?
Team
Who is on our team?
What competencies do we have
on the team?
Values
What values do we pursue?
How do we interact with each other
and the customers?
Revenue Model
Team Values
Value PropositionValue Architecture
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91. Customers
Who are our customers?
What job do we solve for our
customers?
Customer Benefit
What benefit do we create for our
customers?
What benefit do we create for our
partners?
Offer
What is our offer?
Value Chain
What are our value creating steps?
What is our value chain?
Core Capabilities
What are the core capabilities
we need?
Distribution Communication
Channels
How do we reach our customers?
How do we communicate with
our customers?
Partner
Which partners do we need?
Questions for a Successful Business Model
Cost Structure
Cost structure is defined by the
value architecture.
Revenue Sources
With what do we earn money?
Team
Who is on our team?
What competencies do we have
on the team?
Values
What values do we pursue?
How do we interact with each other
and the customers?
Revenue Model
Team Values
Value PropositionValue Architecture
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92. Geberit – a product innovator or is there more?
From plumber supply to under-the-wall systems for baths

93. Customer job to be done
Geberit understood that
the badly solved job in the
sanitary industry was, how
fast a bath room can be
renovated. With Geberit’s
products you can renovate
bathrooms faster and in
better quality. And they
understood that plumbers
are their core sales
channel.
Geberit is the
master in
understanding how
to build and use
bathrooms.

94. Customers
Customer Benefit
Offer
Value Chain
Core Capabilities
Distribution Communication
Channels
Partner
Business Model:
Cost Structure Revenue Sources
Team Values
Revenue Model
Team Values
Value PropositionValue Architecture
Why homeowners love Geberit?
• Architects
• Plumbers
• Homeowners
Job-to-be done:
• Get my bathroom renovated very
well (design quality) with as little
hassle as possible
• Faster and more convenient
renovation of baths
• Actually, it needs a lot of initiative
not to get Geberit (Plumbers offer
only Geberit)
• Installation systems are more expensive
than pure toilette tanks
• Willingness of homeowners to pay more is
higher due to the benefits speed design
• Deep understanding how baths
are renovated used
• Understanding how homeowners
decide to procure sanitary
equipment
• Plumbers are the sales channel
• Architects are used for direct
communication with homeowner
• Plumbers, Engineers, Marketeers
• Diverse team
• high quality
• long lasting products
• looking for better solution. Always!
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95. Customers
Customer Benefit
Offer
Value Chain
Core Capabilities
Distribution Communication
Channels
Partner
Business Model:
Cost Structure Revenue Sources
Team Values
Revenue Model
Team Values
Value PropositionValue Architecture
Why plumbers love Geberit?
• Plumbers
Job-to-be done:
• Have little hassle as possible with
a customer job and still earn a
high margin
• Easy to plan, order, prefabricate
and install all components
• All components from one
supplier
• Satisfied homeowners that pay
a higher price
• New products for upselling
• All these tools for plumbers cost
money
• Geberit earns money via end customers
• Some income for trainings
• Deep understanding how
plumbers work and think
about their business
• Training know-how
• Partner eco system mgm’t
• Plumbers are reached with
direct sales, classical
marketing
• via training
• trade schools
(Handwerkerkammern)
• Planning tools (CAD, product
handbook)
• integrated logistics
• trainings, material, certificates
• long-term thinking, willingness to invest
long-term in relationship with plumbers
• innovative solutions
• Plumbers, Engineers, Marketeers
• Diverse team
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96. The Hotel Exercise
Innovate the hotel industry and
design a hotel. Chose from the
following hotel segments
• Hotel in City
• Holiday resort
• Hotel for Seminars

97. The
design
process
B

98. 1
Customer Insight
- Observe your customers
What job is not yet or
badly solved?
- How does the Customer
Experience Cycle look
like?
- On what customer insights
is your idea based?
- validate customer insight
2
Understand
- understand the current
solutions and their
strength weakness
- understand how the
potential customer
thinks and decides
- understand the market
market mechanism
3
Ideate
Develop as many ideas as
possible in the area of
- customers/ value
proposition
- value architecture
- revenue model
4
Design
- decide for three or four
options
- design the business
models for the options
- check the
interdependencies in the
business models
- work on the uniqueness
(positioning)
- optimize the building
blocks
5
Decide Prototype
- decide for the best
model to go for
- build prototype
- test prototype with
customers
- write business case
- decide again or work on
different option
6
Build Learn
- execute business model
- learn continuously from
customer feedback and
control KPIs
- adjust and refine
continuously the
business model

99. Point of View
Designing is a process of opening your mind
and focusing at the end
1
Customer
Insight
3
Ideate
2
Understand
4
Design
5
Decide
Prototype
6
Build Learn

100. Design Thinking Process
The right culture valuesMultidisciplinary Teams
1
Customer Insight
- Observe your customers
What job is not yet or
badly solved?
- How does the Customer
Experience Cycle look
like?
- On what customer insights
is your idea based?
- validate customer insight
2
Understand
- understand the current
solutions and their
strength weakness
- understand how the
potential customer
thinks and decides
- understand the market
market mechanism
3
Ideate
Develop as many ideas as
possible in the area of
- customers/ value
proposition
- value architecture
- revenue model
4
Design
- decide for three or four
options
- design the business
models for the options
- check the
interdependencies in the
business models
- work on the uniqueness
(positioning)
- optimize the building
blocks
5
Decide Prototype
- decide for the best
model to go for
- build prototype
- test prototype with
customers
- write business case
- decide again or work on
different option
6
Build Learn
- execute business model
- learn continuously from
customer feedback and
control KPIs
- adjust and refine
continuously the
business model
Business Model Canvas
Tools for Entrepreneurial Design
Customers
Customer Benefit
Offer
Value Chain
Core Capabilities
Distribution Communication
Channels
Partner
Business Model:
Cost Structure Revenue Sources
Team Values
Revenue Model
Team Values
Value PropositionValue Architecture Use the canvas to
develop your business
model

101. 1
Customer Insight
- Observe your customers
What job is not yet or
badly solved?
- How does the Customer
Experience Cycle look
like?
- On what customer insights
is your idea based?
- validate customer insight

102. Where do we get a Value
Innovation from? Let‘s find
new customer insights as a
starting point
Business model
innovation
New value
proposition
Customers’
insight

103. Please make a typical
hand movement to
show how you opend
this sugar sachet

104. Customer Insights
Do you want fast
delivery of the goods
you order online?
Is asking customers
the right approach?

105. Customer Insights
Is faster really better? Or
was this already the wrong
question.
What would be the right
question to figure out the
importance of time in the
delivery process?
Is asking customers
the right approach?

106. Customers
Who are our customers?
What job do we solve for our
customers?
Value Proposition
The best way is to
start with the job
we solve for our
customers?
Werkzeu

107. Don’t ask
your customers.
Observe their
jobs-to-be-done
9

108. Customer job to be done
Is it easy to fix a fence
to the ground?

109. There was no market
for temporary fixing
something to the
ground before Krinner
invented it.

110. Many customers have the job-to-be-
done to fix something to the
ground. Once Krinner provided a
solution many new application were
found

111. Buy
Delivery/
Assembly
Usage
Comple-
ments
Service Disposal
How can we find systematically new customer insights?
§ Understand how the customers are
buying, using and disposing the
product
§ Understand the whole lifecycle of
customers‘ utility
Source: cp. Kim,W.C., Mauborgne, R., Knowing a Winning Business Idea when
you see one, HBR Sep-Oct. 2000
Customer Experience Map
§ How can we improve the buyer‘s utility cycle?
§ Can we do more for the customer?
§ Can we leave something to the customer?

112. Unsolved job-to-be-done
What is the biggest hassle
with vacuum cleaning?

113. Where can I start in the buyer utility map? –
The Dyson Vacuum Cleaner
DisposalServiceComplementsUseDeliveryBuy
Customer
Productivity
Simplicity
Usability
Risk
Image
fun
Enviromental
friendlyness
++
Starting
Points
Dyson = value
innovation

114. Dyson vacuum cleaner – inspired by technology
The vacuum cleaner for men
Customer Insights
§ Bags and filters get clogged and restrict
airflow. Loss of suction
§ Vacuum cleaners are marketed as
household aids.Are there different
segments?
Value Proposition for customers
§ Dyson vacuum cleaners have NO bags
and do NOT get clogged due Cyclone
technology.Therefore, NO loss of
suction.
§ Dyson positions itself as technical, highly
engineered products that address men.
Revenue Model
§ Dyson demands premium prices for its
vacuum cleaners.
Dyson =
Value Innovation

115. Unsolved job-to-be-done
What is the biggest hassle
with socks?

116. Blacksocks – we save the world from socks problems
Disposal
Putting
in pairs
WashingUseDeliveryBuy
Customer
Productivity
Simplicity
Usability
Risk
Image
fun
Enviromental
friendlyness
Starting
Points

117. Blacksocks – We solve the world from its
socks problems
10'000
12'000
25'000
40'000
0
10'000
20'000
30'000
40'000
2001 2002 2005 2008
Socks subscription
(2001-2008) Customer Insights
§ Buying socks is no fun
§ Putting socks in pairs even less fun
§ Good socks are a sign of „Being well
dressed“
Value Proposition
§ Blacksocks subscription solves all
problems
§ Always enough new socks
§ No pairing needed since all socks are
identical
Revenue Model
§ Upfront payment
§ Easy planning and negative working
capital
Blacksocks =
revenue model
innovation
20% market share
in Switzerland*
* premium segment starting at 9CHF

118. Customer job to be done
I want a very special place
to stay, at a good price,
and want get local insights
where to go out, to eat
and to shop.
Of course, I want to know
if I can trust the person I
stay with.

119. AirBnB opened a whole new
segment of offers to the
individualistic traveler of
today

120. Even more individual choice
for the traveler who looks
for the special place to stay
AND connect to the people
of the place he visits:
AirBnB

121. Easy to book, transparent
pricing: AirBnB

122. Building trust by very
personal reviews (peer-to-
peer social control
mechanism plus insurance
coverage)

123. Customers
Customer Benefit
Offer
Value Chain
Core Capabilities
Distribution Communication
Channels
Partner
Business Model:
Cost Structure Revenue Sources
Team Values
Revenue Model
Team Values
Value PropositionValue Architecture
Customers
Customer Benefit
Offer
Value Chain
Core Capabilities
Distribution Communication
Channels
Partner
Business Model:
Cost Structure Revenue Sources
Team Values
Revenue Model
Team Values
Value PropositionValue Architecture
• Website, App to connect
BBs with customers • word-of-mouth
• sales crew for BnB
owners
• running site acquisition costs of
BnBs (PH)
• asset light
• Acquisition of BnB places
• Quality Trust Mgmt
• Know-how of locations
• Customers pay BnB owner
• Takes services fees from the rent the
households get (app. 15%)
• Customer (C) looking
for special place to
stay
• Private households
(PH) who offer BnB
• PH: Income and international
contacts for BnB owners
• C: places to stay that are
outside the norm
• Contacts with locals
• n/a
• n./a.
Travel like a human
Build up
BnB
offer
Help find
right
spot
Match
needs
offer
Payment
GTC
Reputation
Trust
Mgmt
Customers
Customer Benefit
Offer
Value Chain
Core Capabilities
Distribution Communication
Channels
Partner
Business Model:
Cost Structure Revenue Sources
Team Values
Revenue Model
Team Values
Value PropositionValue Architecture
• Customer (Travelers)
Job-to-be-done
• Finding a special place to
stay
• Getting to know the
hidden gems of destination
• Offer very special places that
cannot booked anywhere else
• Connect with locals that share
their insights
Customers
Customer Benefit
Offer
Value Chain
Core Capabilities
Distribution Communication
Channels
Partner
Business Model:
Cost Structure Revenue Sources
Team Values
Revenue Model
Team Values
Value PropositionValue Architecture
• Households that offer BnB
Job-to-be-done
• Earning money
• Have the world at home
• Refinancing rent
• Trust provided by platform
• Risk of damage is insured
• Connecting with people from
abroad
Why do customers like airbnB?
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Werkzeugkasten für Unternehmer
3
PATRICK STÄHLER
DAS RICHTIGE
GRÜNDEN
erkzeugkasten für Unternehmer

124. Customers
Customer Benefit
Offer
Value Chain
Core Capabilities
Distribution Communication
Channels
Partner
Business Model:
Cost Structure Revenue Sources
Team Values
Revenue Model
Team Values
Value PropositionValue Architecture
Customers
Customer Benefit
Offer
Value Chain
Core Capabilities
Distribution Communication
Channels
Partner
Business Model:
Cost Structure Revenue Sources
Team Values
Revenue Model
Team Values
Value PropositionValue Architecture
• Website, App to connect
BBs with customers • word-of-mouth
• sales crew for BnB
owners
• running site acquisition costs of BnBs (PH)
• asset light
• Acquisition of BnB places
• Quality Trust Mgmt
• Know-how of locations
• Customers pay BnB owner
• Takes services fees from the rent the
households get (app. 15%)
• Customer (C) looking
for special place to
stay
• Private households
(PH) who offer BnB
• C: places to stay that are
outside the norm
• Contacts with locals
• PH: Income and international
contacts for BnB owners
• n/a
• n./a.
Build up
BnB
offer
Help find
right
spot
Match
needs
offer
Payment
GTC
Reputation
Trust
Mgmt
Asset light business model
You do not need to own
a place to provide
awesome locations
PATRICK STÄHLER
DAS RICHTIGE
GRÜNDEN
Werkzeugkasten für Unternehmer
3
PATRICK STÄHLER
DAS RICHTIGE
GRÜNDEN
erkzeugkasten für Unternehmer

125. 2
Understand
- understand the current
solutions and their
strength weakness
- understand how the
potential customer thinks
and decides
- understand the market
market mechanism

126. Your point-of-view why
you must exist:
...............................................
...............................................
...............................................
...............................................
...............................................

127. You must have
a clear point of
view why your
business should
exist
10

128. 3
Ideate
Develop as many ideas as
possible in the area of
- customers/ value
proposition
- value architecture
- revenue model

129. Think in options.
Your current idea is
not the only valid one.
There are better ones.
Search for them.
Iterate
11

130. 4
Design
- decide for three or four
options
- design the business
models for the options
- check the
interdependencies in the
business models
- work on the uniqueness
(positioning)
- optimize the building
blocks
Customers
Customer Benefit
Offer
Value Chain
Core Capabilities
Distribution Communication
Channels
Partner
Business Model:
Cost Structure Revenue Sources
Team Values
Revenue Model
Team Values
Value PropositionValue Architecture Use the canvas to
develop your business
model

131. 5
Decide Prototype
- decide for the best model
to go for
- build prototype
- test prototype with
customers
- write business case
- decide again or work on
different option

132. Fast learning
what works with
rapid prototyping of
your minimal viable
business model is the
key to success
12

133. 6
Build Learn
- execute business model
- learn continuously from
customer feedback and
control KPIs
- adjust and refine
continuously the business
model

134. Always question
your core
assumption and
adapt to real life.
Prototype fast.
Learn fast
13

135. 1
Customer Insight
- Observe your customers
What job is not yet or
badly solved?
- How does the Customer
Experience Cycle look
like?
- On what customer insights
is your idea based?
- validate customer insight
2
Understand
- understand the current
solutions and their
strength weakness
- understand how the
potential customer
thinks and decides
- understand the market
market mechanism
3
Ideate
Develop as many ideas as
possible in the area of
- customers/ value
proposition
- value architecture
- revenue model
4
Design
- decide for three or four
options
- design the business
models for the options
- check the
interdependencies in the
business models
- work on the uniqueness
(positioning)
- optimize the building
blocks
5
Decide Prototype
- decide for the best
model to go for
- build prototype
- test prototype with
customers
- write business case
- decide again or work on
different option
6
Build Learn
- execute business model
- learn continuously from
customer feedback and
control KPIs
- adjust and refine
continuously the
business model

136. 1
Customer Insight
- Observe your customers
What job is not yet or
badly solved?
- How does the Customer
Experience Cycle look
like?
- On what customer insights
is your idea based?
- validate customer insight
2
Understand
- understand the current
solutions and their
strength weakness
- understand how the
potential customer
thinks and decides
- understand the market
market mechanism
3
Ideate
Develop as many ideas as
possible in the area of
- customers/ value
proposition
- value architecture
- revenue model
4
Design
- decide for three or four
options
- design the business
models for the options
- check the
interdependencies in the
business models
- work on the uniqueness
(positioning)
- optimize the building
blocks
5
Decide Prototype
- decide for the best
model to go for
- build prototype
- test prototype with
customers
- write business case
- decide again or work on
different option
6
Build Learn
- execute business model
- learn continuously from
customer feedback and
control KPIs
- adjust and refine
continuously the
business model
Every startup is aniterative process withfast learnings andmany pivots

137. Entreprenurship
is eternal learning
what the customer
really wants and
what works and
what not
14

138. What is a good strategy for startups?
Differen-
tiation
Trend
Build on
strengths
Focus

139. It’s about finding the
right trend to surf!

140. Be different and be loved by
your customers!

141. „Scary to be this nail.Where
will the hammer hit next
time?“

142. Dr. Patrick Stähler | 142

143. Doing is
the essence of
entrepreneurship

144. JUST DO IT.

145. More Information on
http://blog.business-model-innovation.com
Dr. oec. Patrick Stähler
fluidminds GmbH
Kreuzstrasse 2
CH-8008 Zürich
Patrick.Staehler@fluidminds.ch
www.fluidminds.ch
blog.business-model-innovation.com
@business_inno