Visual Business Modeling | Service Design Drinks Berlin
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VERSION1.0Visual Business ModelingSome Fun with Alex’ Osterwalders BMC | Service Design Drinks Berlin, 03.09.2012
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Image Credits / Sources in order of appearance: Casadesus-Masanell, R., & Ricart, J. E. (2011). How to Design A Winning Business Model. Harvard Business Review, 89(1/2), 100–107. // Porter, M. E. (1996). What is Strategy? Harvard Business Review, (November - December). // Ouden, E. den. (2011). Innovation Design: Creating Value for People, Organizations and Society (1st ed.). Springer London. // Fjeldstad, Ø. D., & Stabell, C. B. (1998). Configuring Value for Competitive Advantage: On Chains, Shops, and Networks. Strategic Management Journal,, Vol 19, 413–437. // valuenetworksandcollaboration.com, 2011 // Tom Hulme (http://weijiblog.com/
startup-tools/) // Patrick Stähler (http://blog.business-model-innovation.com/tools/) // Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing Your Business Model. Harvard Business Review, 86(12), 50–59. // Fraunhofer IAO (http://moby.iao.fraunhofer.de/)
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Choices & Consequences Activity Networks Value Flow Mapping for Ecosystems
Value Configuration Perspective: Chains/Shops/Networks Tom Hulmes Canvas (IDEO) Patrick Stählers Canvas (Fluidmind)
etc.Other »Scientific Conceptualisations« Fraunhofer IAO Canvas
3Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Osterwalders Business Model Canvas: The Building Blocks
Customer Segments
4Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Which customers do we serve?What are the jobs they need to get done?
Value Proposition
5Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Tip: Use the Value Proposition-
Designer!
What do we offer them? Which »problem« do wereally solve? What value do we really provide?
Channels
6Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
How can we best reach/serve each customer segment?What are the best interaction/touch points?
Relationships
7Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
What relations shall we establish with our customer segments?Personal? Automated? Acquisitive? Retentive?
Relationships
7Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
What relations shall we establish with our customer segments?Personal? Automated? Acquisitive? Retentive?
Customer InterfaceOffering
images by JAM
Revenue Streams
8Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
What are our customers really willing to pay for? How? Transactional or recurring revenues?
images by JAM
Key Resources
9Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Which resources and assets are critical to successfully run our business?
images by JAM
Key Activities
10Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
What essential key activities do we have to perform to deliver our value proposition?
images by JAM
Key Partners
11Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Who are critical partners and suppliers leveraging our business model?With whom do we co-create value?
images by JAM
Key Partners
11Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Who are critical partners and suppliers leveraging our business model?With whom do we co-create value?
Infrastructure
12Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Cost Structure
What is our resulting cost structure?Which key elements drive costs?
12Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Cost Structure
What is our resulting cost structure?Which key elements drive costs?
Finance
13Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Key Partners
Key Activities
Value Proposition Relationships
Channels
Revenue Streams
Key Resources
CostStructure
Customer Segments
14Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Key Partners
Key Activities
Value Proposition Relationships
Channels
Revenue Streams
Key Resources
CostStructure
Customer Segments
Starting Points: Resource-Driven
15Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Key Partners
Key Activities
Value Proposition Relationships
Channels
Revenue Streams
Key Resources
CostStructure
Customer Segments
Starting Points: Offer-Driven
16Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Key Partners
Key Activities
Value Proposition Relationships
Channels
Revenue Streams
Key Resources
CostStructure
Customer Segments
Starting Points: Customer-Driven
17Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Key Partners
Key Activities
Value Proposition Relationships
Channels
Revenue Streams
Key Resources
CostStructure
Customer Segments
Starting Points: Finance-Driven
18Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Key Partners
Key Activities
Value Proposition Relationships
Channels
Revenue Streams
Key Resources
CostStructure
Customer Segments
Starting Points: Multiple-Epicenter-Driven
19Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Key Partners
Key Activities
Value Proposition Relationships
Channels
Revenue Streams
Key Resources
CostStructure
Customer Segments
19Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Key Partners
Key Activities
Value Proposition Relationships
Channels
Revenue Streams
Key Resources
CostStructure
Customer Segments
Eliminate/Reduce
CostsCreate/RaiseValue
19Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Key Partners
Key Activities
Value Proposition Relationships
Channels
Revenue Streams
Key Resources
CostStructure
Customer Segments
Eliminate/Reduce
CostsCreate/RaiseValue
BestSustainable Equilibrium
max. value capture for
the companymax. value for the user
Key Partners
Key Activities
Value Proposition Relationships
Channels
Revenue Streams
Key Resources
CostStructure
Customer Segments
Mov
ies
Hard
Disk
Dolby
5.1
DVD
Conn
ectiv
itiy
Price CPU
GPU
Mot
ion C
ontro
l
User
Rea
ch
Gam
es
Ux /
Fun
Fact
or
Ecos
yste
m
Valu
e Le
vel &
Pric
e
Nintendo Wii Microsoft Xbox 360 Sony PS3
Eliminate/Reduce
CostsCreate/RaiseValue
20
Video Gaming Strategy Canvas: Nintendo Wii (in 2007)
KP KA VPVP CR CSKP
KR
VPVP
CH
CS
CSCSCS RSRSRS
eliminate reduce create raise unchangedNintendo Wii (in 2007)
KP KA VPVP CR CSKP
KR
VPVP
CH
CS
CSCSCS RSRSRS
male »hardcore gamers«
passive immersion with high-end
performance and graphics
new proprietary technology
state-of-the-art chip development
console subsidies
eliminate reduce create raise unchangedNintendo Wii (in 2007)
KP KA VPVP CR CSKP
KR
VPVP
CH
CS
CSCSCS RSRSRS
male »hardcore gamers«
passive immersion with high-end
performance and graphics
new proprietary technology
state-of-the-art chip development
console subsidies
royalties from game developers
game developers
retail distribution
game developers
eliminate reduce create raise unchangedNintendo Wii (in 2007)
KP KA VPVP CR CSKP
KR
VPVP
CH
CS
CSCSCS RSRSRS
male »hardcore gamers«
passive immersion with high-end
performance and graphics
new proprietary technology
state-of-the-art chip development
console subsidies
technology development
costs console production
costs
royalties from game developers
game developers
retail distribution
game developers
eliminate reduce create raise unchangedNintendo Wii (in 2007)
KP KA VPVP CR CSKP
KR
VPVP
CH
CS
CSCSCS RSRSRS
male »hardcore gamers«
passive immersion with high-end
performance and graphics
STMicro-
electronics for
MEMS
accelerometers
new proprietary technology
state-of-the-art chip development
console subsidies
technology development
costs console production
costs
royalties from game developers
casual gamers
game developers
familiesgirlsretail
distributiongame
developers
eliminate reduce create raise unchangedNintendo Wii (in 2007)
motion control
technology
alternative game concept
research
motion controlled gaming
physical activity, social get-together
sport, workout,
physical recovery fun factor, social experience » family
KP KA VPVP CR CSKP
KR
VPVP
CH
CS
CSCSCS RSRSRS
male »hardcore gamers«
passive immersion with high-end
performance and graphics
STMicro-
electronics for
MEMS
accelerometers
new proprietary technology
state-of-the-art chip development
console subsidies
technology development
costs console production
costs
royalties from game developers
hardware sales profit
casual gamers
game developers
familiesgirlsretail
distributiongame
developers
standard component hardware
manufacturers
eliminate reduce create raise unchangedNintendo Wii (in 2007)
motion control
technology
alternative game concept
research
motion controlled gaming
retail store involvement
physical activity, social get-together
sport, workout,
physical recovery fun factor, social experience » family
KP KA VPVP CR CSKP
KR
VPVP
CH
CS
CSCSCS RSRSRS
male »hardcore gamers«
passive immersion with high-end
performance and graphics
STMicro-
electronics for
MEMS
accelerometers
new proprietary technology
state-of-the-art chip development
console subsidies
technology development
costs console production
costs
royalties from game developers
hardware sales profit
casual gamers
game developers
familiesgirlsretail
distributiongame
developers
standard component hardware
manufacturers
eliminate reduce create raise unchangedNintendo Wii (in 2007)
motion control
technology
alternative game concept
research
motion controlled gaming
retail store involvement
physical activity, social get-together
sport, workout,
physical recovery fun factor, social experience » family
Feasibility Viability
Desirability
BestSustainable Equilibrium
22Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Key Partners
Key Activities
Value Proposition Relationships
Channels
Revenue Streams
Key Resources
CostStructure
Customer Segments
22Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Key Partners
Key Activities
Value Proposition Relationships
Channels
Revenue Streams
Key Resources
CostStructure
Customer Segments
10:00MINUTES
What I haven’t told you
23
Want to know more? Join the Business Model Generation!
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businessmodelgeneration.com/book businessmodelyou.com
Alexander Osterwalder: http://www.businessmodelalchemist.comPatrick Stähler: http://blog.business-model-innovation.com
Steve Blank: http://steveblank.com
Doblin Group: http://news.doblin.comInnosight: http://www.innosight.com
BusinessModelsInc: http://www.businessmodelsinc.com
DesignWorks @ Rotman: http://bit.ly/TYRLhGIllinois Institute of Design: http://www.id.iit.edu/news
… and start following these Guys and Organisations!
25
Design-driven strategic business planning
26Jan Schmiedgen // Zwiestädter Straße 7 // 12055 Berlin // +49 173 3 83 15 26 // kontakt@schmiedgen.eu
Backup: Some Examples of well known Business Models
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Image Credit: © 2011 Business Models Inc. (www.businessmodelsinc.com) www.businessmodelgeneration.com
29Image Credit: © 2008 XPLANE (www.xplane.com) & Alexander Osterwalder (www.alexosterwalder.com)
30Image Credit: © 2008 XPLANE (www.xplane.com) & Alexander Osterwalder (www.alexosterwalder.com)
Image Credit: © 2011 Business Models Inc. (www.businessmodelsinc.com) www.businessmodelgeneration.com
Image Credit: © 2011 Business Models Inc. (www.businessmodelsinc.com) www.businessmodelgeneration.com
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