133. VALUE
PROPOSITION
What
customer
needs
do
we
satisfy?
What
problem
do
we
help
our
customers
solve?
What
advantages
do
our
products
and
services
provide
our
customers
with?
What
products
and
services
do
we
deliver
to
our
customers?
CHANNELS
Through
what
channels
do
we
deliver
our
products
and
services?
CUSTOMER
RELATIONSHIPS
What
kind
of
relationship
do
we
maintain
with
our
customers?
Personal
contact?
Automatic?
Self-‐
service?
CUSTOMER
SEGMENTS
Who
is
our
customer?
For
whom
do
we
create
value?
Can
we
distinguish
different
customer
segments?
REVENUE STREAMS
What
revenue
streams
do
we
generate?
What
is
the
size
of
each
revenue
stream?
COST STRUCTURE
What
are
the
inherent
costs
in
our
current
business
model?
What
is
the
size
of
each
cost?
KEY
ACTIVITIES
What
type
of
key
activities
do
we
perform?
KEY
PARTNERS
Who
are
our
key
partners?
What
is
our
motivation
to
work
with
partners?
What
key
resources
do
we
acquire
through
partners?
What
key
activities
do
our
partners
perform?
KEY
RESOURCES
What
key
resources
does
our
proposition
require?
Physical?
Intellectual?
Human?
Financial?
CURRENT BUSINESS MODEL
134. “WHAT DOES YOUR
CURRENT BUSINESS MODEL
LOOK LIKE?”
INTERVIEW YOUR NEIGHBOR AND DEFINE
HIS OR HER CURRENT BUSINESS MODEL.
SPEND 10 MINUTES EACH.
138. DEF: BUSINESS MODEL MECHANICS
THE INNER WORKINGS OF AN
ORGANIZATION’S BUSINESS MODEL.
HOW THE BUILDING BLOCKS OF A
BUSINESS MODEL WORK TOGETHER
TO PRODUCE A BETTER OUTCOME
source: www.strategyzer.com
139. 6 QUESTIONS
HOW DO YOU PERFORM ON A SCALE FROM 0 TO 10?
0 102 4 6 8
source: www.strategyzer.com
143. What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
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?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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.
Retail
Switching
costs
Recurring
transactional
sales
Content
revenues
Mass Markets
Itunes
software
IPOD, 1000
songs in a
pocket
Hard &
software
innovation
Ipod (switching costs)
source: www.strategyzer.com
146. MECHANICS:
RECURRING REVENUES
IS EVERY SALES A NEW EFFORT
(TRANSACTIONAL) OR WILL IT
RESULT IN FOLLOW-UP REVENUES
AND PURCHASES?
source: www.strategyzer.com
148. What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
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?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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.
Households
Retail
Repetitive
Pad Sales
Direct sales
Nespresso
Machines
Nespresso
Pads
Patents
Nespresso (recurring)
source: www.strategyzer.com
151. MECHANICS:
EARN BEFORE YOU SPEND
ARE YOU EARNING MONEY BEFORE
YOU ARE SPENDING IT (E.G. FOR
PRODUCTION, PLATFORMS ETC.)?
source: www.strategyzer.com
161. MECHANICS:
GETTING OTHERS TO DO THE
WORK
HOW MUCH DOES YOUR BUSINESS
MODEL GET CUSTOMERS OR THIRD
PARTIES TO CREATE VALUE FOR YOU?
source: www.strategyzer.com
167. MECHANICS:
SCALABILITY
HOW RAPIDLY AND HOW EASILY CAN
YOU GROW YOUR BUSINESS MODEL
WITHOUT HITTING ROADBLOCKS (E.G.
INFRASTRUCTURE, CUSTOMER
SUPPORT ETC.)
source: www.strategyzer.com
170. What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
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?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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.
Salesmen
7%
transaction
costs
3 USD annual
fee
Restaurants
(14 initially in
NY)
Credit in
several
restaurants
Access to
clients and
loyalty
Restaurants
that accept
creditcards
Diners club (scalability)
source: www.strategyzer.com