osterwalder
Post on 18-Sep-2014
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DESCRIPTION
Presentation 9/12/09 Alex OsterwalderTRANSCRIPT
![Page 1: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/1.jpg)
How to think of BUSINESS MODELS
Alexander OsterwalderTwitter: business_design
Web: AlexOsterwalder.com
Alexander OsterwalderTwitter: business_design
Web: AlexOsterwalder.com
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BusinessModelGeneration.com
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AGENDAwhere?how?what?
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what?
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I would like you to meet…
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Adam, 43long experience in the cultural heritage sector
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Adam was promoted to…
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Director Cultural Heritage Dep.City of Manchester
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he was brought in to…
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explore extraordinary ideas
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of course Adam is excited…
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TECHNOLOGYaugmented
reality
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but he is also worried about…
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BUDGETSgovernment
deficits
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he knows he needs to focus on…
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USER NEEDSoverwhelming choice
www
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Adam is competing for attention…
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COMPETITIONthe attention economy
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so what is Adam going to do?
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US
ER
NE
ED
S
TECHNOLOGY
CO
MPE
TIT
OR
S
BUDGETS
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US
ER
NE
ED
S
TECHNOLOGY
CO
MPE
TIT
OR
S
BUDGETS
traditio
nal models
are not g
oing to do th
e
job
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Adam and his team need to…
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unlearn&
reboot
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need to focus on
NEWBusiness Models
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buzzgroup
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discuss with your seat neighbor what a business model is and write down
your definition
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?what elements did you mention in your
definition?
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what actually is a business
model?
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BUSINESS MODEL
CANVAS
the
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building blocks
9
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the 9 building blocks of a business model
images by JAM
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CUSTOMER SEGMENTS
images by JAM
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VALUE PROPOSITIONS
images by JAM
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CHANNELS
images by JAM
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CUSTOMER RELATIONSHIOPS
images by JAM
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REVENUE STREAMS
images by JAM
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KEY RESOURCES
images by JAM
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KEY ACTIVITIES
images by JAM
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KEY PARTNERS
images by JAM
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COST STRUCTURE
images by JAM
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customer segments
key partners
cost structure
revenue streamsdistribution
channels
customer relationships
key activities
key resources
value proposition
images by JAM
![Page 44: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/44.jpg)
images by JAM
customer segments
key partners
cost structure
revenue streamsdistribution
channels
customer relationships
key activities
key resources
value proposition
![Page 45: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/45.jpg)
images by JAM
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OFFER
DISTRIBUTION CHANNELS
CUSTOMER RELATIONSHIPS
CUSTOMERSEGMENTS
REVENUE STREAMSCOST STRUCTURE
KEYACTIVITIES
PARTNERNETWORK
KEYRESOURCES
CANVAS OVERLAY
images by JAM
![Page 47: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/47.jpg)
OFFER
DISTRIBUTION CHANNELS
CUSTOMER RELATIONSHIPS
CUSTOMERSEGMENTS
REVENUE STREAMSCOST STRUCTURE
KEYACTIVITIES
PARTNERNETWORK
KEYRESOURCES
CANVAS OVERLAY
images by JAM
![Page 48: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/48.jpg)
OFFER
DISTRIBUTION CHANNELS
CUSTOMER RELATIONSHIPS
CUSTOMERSEGMENTS
REVENUE STREAMSCOST STRUCTURE
KEYACTIVITIES
PARTNERNETWORK
KEYRESOURCES
THE BUSINESS MODEL CANVAS
building block
building block
building block
building
block
building block
building block
building block
building
block
building block
building block
building block
![Page 49: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/49.jpg)
example
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performing
shows
ticketing channels
CUSTOMERSEGMENTS
PARTNERNETWORK
OFFER
star performers
focus on families
loads of animals
animal
“maintenance”
relatively low ticket fees
REVENUE STREAMS
DISTRIBUTION CHANNELS
KEYACTIVITIES
animal care
KEYRESOURCES
logistics
transactional
CUSTOMER RELATIONSHIPS
COST STRUCTURE
star
performers
brand
animal shows
fun &
humor
logisticsfees for stars
The Circus Business Model
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What did Cirque de Soleil change?
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performing
shows
ticketing channels
CUSTOMERSEGMENTS
PARTNERNETWORK
OFFER
star performers
focus on families
loads of animals
animal
“maintenance”
relatively low ticket fees
REVENUE STREAMS
DISTRIBUTION CHANNELS
KEYACTIVITIES
animal care
KEYRESOURCES
logistics
transactional
CUSTOMER RELATIONSHIPS
COST STRUCTURE
star
performers
brand
animal shows
fun &
humor
logisticsfees for stars
artistic, music
& dance
shows
theater, opera
visitors
high ticket
fees
![Page 55: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/55.jpg)
that’s exactly what we did for..
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BusinessModelGeneration.com
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and it was a success…
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![Page 59: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/59.jpg)
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what did we change?
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old styleold style
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old styleold style
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old styleold style
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old styleold style
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old styleold style
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yawn
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let’s forget publishers and just start…
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new stylenew style
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so we built a Hub…
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new stylenew style
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new stylenew style
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new stylenew style
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$24.-
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$36.-
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$54.-
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$81.-
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$121.50
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$243.-
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why did people pay for
the Hub?
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be the first
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BIGGER
be part of something
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learn from each other
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how?
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we need to develop a design
attitude
“
”
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![Page 86: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/86.jpg)
prototyping
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[source: Sony Pictures]
Frank
Gehry
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![Page 89: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/89.jpg)
![Page 90: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/90.jpg)
[source: Sony Pictures]
![Page 91: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/91.jpg)
[source: Sony Pictures]
![Page 92: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/92.jpg)
[source: Wikimedia Commons]
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![Page 94: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/94.jpg)
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?what does that have to do with business models
and my organization?
![Page 96: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/96.jpg)
![Page 97: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/97.jpg)
?how do we do that?
![Page 98: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/98.jpg)
OFFER
DISTRIBUTION CHANNELS
CUSTOMER RELATIONSHIPS
CUSTOMERSEGMENTS
REVENUE STREAMSCOST STRUCTURE
KEYACTIVITIES
PARTNERNETWORK
KEYRESOURCES
THE BUSINESS MODEL CANVAS
building block
building block
building block
building
block
building block
building block
building block
building
block
building block
building block
building block
![Page 99: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/99.jpg)
![Page 100: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/100.jpg)
![Page 101: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/101.jpg)
business model prototyping
napkin sketch Canvas business case field test
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customer centricity
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![Page 104: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/104.jpg)
![Page 105: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/105.jpg)
customer segments
key partners
cost structure
revenue streamsdistribution
channels
customer relationships
key activities
key resources
images by JAM
value proposition
![Page 106: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/106.jpg)
OFFER
DISTRIBUTION CHANNELS
CUSTOMER RELATIONSHIPS
CUSTOMERSEGMENTS
REVENUE STREAMSCOST STRUCTURE
KEYACTIVITIES
PARTNERNETWORK
KEYRESOURCES
analyze from the customer perspective
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Jan Chipchase (Nokia)
Jan Chipchase (Nokia)
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his main weaponhis main weapon
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India mobile study
India mobile study
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Rich Ling (Telenor)Rich Ling (Telenor)
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photo usage study
photo usage study
![Page 113: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/113.jpg)
OFFER
DISTRIBUTION CHANNELS
CUSTOMER RELATIONSHIPS
CUSTOMERSEGMENTS
REVENUE STREAMSCOST STRUCTURE
KEYACTIVITIES
PARTNERNETWORK
KEYRESOURCES
analyze from the customer perspective
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ideation
![Page 115: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/115.jpg)
a silly
exercise
![Page 116: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/116.jpg)
the silly cow exercise
![Page 117: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/117.jpg)
Muuuuhhhh
![Page 118: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/118.jpg)
sketch out 2 business models..
![Page 119: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/119.jpg)
…in which I, the cow, play the
main act!
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example
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cows-for-advertising
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rent-a-cow-for-the-weekend
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got it?
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you got 1 minute!
![Page 125: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/125.jpg)
you got 1 minute!
GO!
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where?
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Business Model InnovationCultural Heritage
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Digitale feiten
![Page 129: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/129.jpg)
...26% digitized ...42% needs to be digitized
...32% not necessary
(*Digitale feiten, 2009)
Digital facts
A substantial amount of material has been digitized...
![Page 130: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/130.jpg)
...But only a small amount of material is available where it is most valuable...
61%
41%
?%
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Bottlenecks
Copyright
Revenue modelsICT Infrastructure
Organization
(*Osterwalder, 2009)
open
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Revenue Models
![Page 133: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/133.jpg)
Plan Open Business Models
1: create a hub
2: Select case studies
3. organize workshops
4. Map them out
![Page 135: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/135.jpg)
buzzgroup
![Page 136: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/136.jpg)
?Have you tried business model innovation already?
Are you interested in trying? Do you see obstacles to
this?
![Page 137: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/137.jpg)
THANK YOU!THANK YOU!THANK YOU!THANK YOU!
www.businessmodelgeneration.comwww.alexosterwalder.com
www.businessmodelalchemist.com Twitter: business_design
www.businessmodelgeneration.comwww.alexosterwalder.com
www.businessmodelalchemist.com Twitter: business_design
![Page 138: Osterwalder](https://reader033.vdocuments.site/reader033/viewer/2022051207/541a2a337bef0a65128b707e/html5/thumbnails/138.jpg)
the book
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