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Post on 10-Sep-2014

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This session introduces you to the Business Model Canvas: a shared visual language that allows you to use nine basic building blocks to describe and design any business model. Pete shows how the Business Model Canvas is a useful tool for the entire team to achieve goals within the context of an overall vision. You will walk away knowing how to use the Business Model Canvas to map a business model and how it can be used as a tool to support genuine disruption and incremental innovation. You will also explore Lean Canvas, a variation of the model for entrepreneurs.

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  • The Business Model Canvas A light saber for your disruptive tool belt Pete Cohen 17 June 2014
  • Two business analysts walk into a bar
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  • www.businessmodelgeneration.com
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  • Agenda for today Why use it? Step through the 9 building blocks of the business model canvas Explore a case study - Uber Look at some other canvases including the Lean Canvas
  • Why use the Business Model Canvas?
  • A great tool for agile practitioners A visual information radiator Fosters collaboration Encourages holistic thinking
  • A secret weapon for consulting Build context very quickly
  • Essential for entrepreneurs I believe that the life of any startup can be divided into two parts: before product/market fit and after product/market fit. - Marc Andreessen (founder of Netscape)
  • Essential for intrapreneurs ...companies can create massive growth by combining difficult to replicate assets with entrepreneurial behaviors. A large company can never innovate faster than the market. But it can innovate better than the market. - Scott Anthony (Innosight)
  • Simple but powerful Lightweight not a hefty document Deliberately constrained to avoid too much detail Accessible and portable
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  • Customer Segments Add text here Who are we creating value for?
  • Value Proposition Add text here What value do we deliver? What problem are we solving?
  • Channels Add text here How do we reach our customers?
  • Add text here Customer Relationships What type of relationship does each of our Customer Segments expect? How costly are they?
  • Add text here Revenue Streams What do our customers pay for? How do they pay?
  • Add text here Key Resources What key resources do we require to deliver value?
  • Add text here Key Activities What key activities are done to deliver value?
  • Add text here Key Partners Who are our key partners?
  • Add text here Cost Structure What are our key costs?
  • Content with no heading Product Market
  • Content with no heading Optimise and accelerate Learn and pivot
  • Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams Wealthy, young people Exclusive transport at an affordable price Convenience On demand availability Certainty
  • Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams Wealthy, young people Exclusive transport at an affordable price Convenience On demand availability Certainty Social media
  • Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams Wealthy, young people Exclusive transport at an affordable price Convenience On demand availability Good service Certainty Social media Trust
  • Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams Wealthy, young people Exclusive transport at an affordable price Convenience Existing drivers of private transport vehiclesSocial media On demand availability Good service Certainty Trust
  • Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams Wealthy, young people Exclusive transport at an affordable price Convenience Existing drivers of private transport vehiclesSocial media On demand availability Good service Certainty A way to use slack resources Trust
  • Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams Wealthy, young people Exclusive transport at an affordable price Convenience Existing drivers of private transport vehiclesSocial media On demand availability Good service Certainty A way to use slack resources Trust
  • Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams Wealthy, young people Exclusive transport at an affordable price Convenience Existing drivers of private transport vehiclesSocial media On demand availability Good service Certainty Regular people with a car who are willing to drive A way to use slack resources Trust
  • Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams Wealthy, young people Exclusive transport at an affordable price Convenience Existing drivers of private transport vehiclesSocial media On demand availability Good service Certainty Regular people with a car who are willing to drive A way to use slack resources Direct Trust
  • Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams Wealthy, young people Exclusive transport at an affordable price Convenience Existing drivers of private transport vehiclesSocial media On demand availability Good service Certainty Regular people with a car who are willing to drive A way to use slack resources Direct No commitment Trust
  • Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams Wealthy, young people Exclusive transport at an affordable price Convenience Existing drivers of private transport vehiclesSocial media On demand availability Good service Certainty Regular people with a car who are willing to drive A way to use slack resources Direct No commitment Surge pricing % of fares Trust
  • Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams Wealthy, young people Exclusive transport at an affordable price Convenience Existing drivers of private transport vehiclesSocial media On demand availability Good service Certainty Regular people with a car who are willing to drive A way to use slack resources Direct No commitment Surge pricing % of fares Defending the company from anti- capitalist taxi protectionism Trust
  • Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams Wealthy, young people Exclusive transport at an affordable price Convenience Existing drivers of private transport vehicles A way to use slack resources Social media On demand availability Direct No commitment Incentives Surge pricing Defending the company from anti- capitalist taxi protectionism Software dev Hiring Operations staff Community staff Good serviceDrivers NFL AMEX % of fares Certainty Regular people with a car who are willing to drive Wages National Cat Day Trust
  • Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams Business people Taxi license $$ Convenient transport Individuals/fa milies Vehicle Fuel Maintenanc e Booking service fee License Wages Fares Booking service Driving Drivers
  • National Cat Day Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams Wealthy, young people Exclusive transport a

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