The Sanitation Technology Platform Please Note: This report is a good faith effort by RTI International to accurately represent information available via secondary and primary sources at the time of the information capture. The report is confidential and proprietary and only for internal uses and not for publication or public disclosure. BUSINESS MODEL CANVAS Framework for Planning NOVEMBER 2015
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BUSINESS MODEL CANVAS · The Business Model Canvas, first developed by Alexander Osterwalder, is a modern take on the traditional business plan. The Business Model Canvas and its
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The Sanitation Technology Platform
Please Note: This report is a good faith effort by RTI International to accurately represent information available via secondary and
primary sources at the time of the information capture. The report is confidential and proprietary and only for internal uses and not for
publication or public disclosure.
BUSINESS MODEL CANVASFramework for Planning
NOVEMBER 2015
Introductions to the Business Model Canvas
Integrated Inputs
Detangling Uncertainty
Questions to be Asked & Answered
Tools and Approaches
TABLE OF CONTENTS
BACKGROUND
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The Business Model Canvas, first developed by Alexander Osterwalder, is a modern take on the traditional business plan. The Business Model Canvas and its many adaptations are now recognized as leading strategic management and lean startup templates for developing new or documenting existing business models. Presented as a visual chart, the BMC describes core elements of a firm's or product's value proposition, infrastructure, customers, and finances. It helps firms align their activities by raising key questions within a specific sequence, while illustrating potential opportunities and trade-offs.
STeP has adapted the tool to support innovations in sanitation, as well as identified critical externalities that will influence the development and launch of new technologies and enterprises. We are supporting partners by answering critical path questions framed by the BMC, as well as helping them adapt and implement the tool within their own organizations.
Adapted from Osterwalder & Pigneur, Business Model Generation (2010).
The Business Model Canvas provides a modern take on the business plan, guiding and sequencing key activities.
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The model can serve as a platform and common language from which to structure our efforts, teeing up the relative importance and sequence of key activities.
INTRODUCTION - BUSINESS MODEL CANVAS
Adapted from Osterwalder & Pigneur, Business Model Generation (2010).
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Assessment and integration of external impacts complement business model questions.
INTRODUCTION - BUSINESS MODEL CANVAS
Adapted from Osterwalder & Pigneur, Business Model Generation (2010).
Trends
Macro-economics
MarketForces
IndustryForces
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Using an iterative process that combines product development with market and ecosystem development will bring deeper insights and lesson risk.
INTEGRATING INPUTS
Product Development
Market
Ecosystem
– Segments– Perceptions– Value proposition– Channel– Willingness to pay
– Function– Features– Testing
Outcomes• Product offering that aligns with
the user and contextual needs.
• Clear value proposition with requirements and specs.
• Clarity around steps required for scale-up phase.
With the customer identified, we would complete an analysis to form an initial hypothesis about the customer segment.
EMPATHY MAPS
Method• Interviews• Shadowing
Outcomes• Gain deeper insight into the decision-maker, i.e.
customer. • Better understand how they perceive sanitation • What they think and feel; what worries them?• What they see in their environment and what the
market currently offers them?• What they say and do; what are their attitudes
and behaviors?• What do they hear from influencers and others?• What are their fears, frustrations, and obstacles?• What are their wants, needs, measures of
success?
Think + Feel?(Cognitive)
See?(Physical)
Hear?(Social, Cultural)
Say & Do?(Behavioral)
Pain Gain
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And, develop an influencer map to understand how the customer receives information.
INFLUENCER MAPS
Method• Interviews• Shadowing• Social network mapping
Outcomes• Who interacts with the decision-maker? • What are the characteristics of the relationships
they have? • What type of influence do they have? • How is each interaction viewed by the decision-
maker? • How is sanitation viewed by each influencer?• What might be a sales channel?
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While this product is clearly unique, we will seek to identify an analogue which could provide additional insights into adoption and business model.
ANALOGS
Method• Interviews• Observations
Outcomes• Identify analogue products that could provide
information about installation, maintenance, distribution and sales channel, etc.
• Understand how decisions are made to install these analogues