Business Model Design christopher.kulins 11:00 – 12:00
Business ModelDesign
christopher.kulins
11:00 – 12:00
Step 3: Document your plan A ...…with your tool of choice
Business Model Canvas
Vs.
Lean Canvas
#Business Model Canvas
#Business Model Canvas
Arten von Kundensegmenten:- Massenmarkt- Nischenmarkt - Segmentiert (Credit Suisse)- Diversifiziert (Amazon)
#Business Model Canvas
Hobby-Gärtner
Saatgut-hersteller
Gewächs-hausbetreiber
Kleinbauer
#Business Model Canvas
Arten von Kundensegmenten:
Johannes “der Kleingärtner”
Demographics• Männlich
• 30 – 35 Jahre
• Wohnort: Stadtgebiet Hannover
• Arbeitsplatz: kleinen
Unternehmsberatung
• Studium: Ingenieurwiss.
Behaviours
• Verbringt im Sommer mind. 2
Tage in seinem Schrebergarten
• Baut eigenes Gemüse an
• Aktiv in Internet-Community’s
• Ertragreiche Ernte
• Wahrnehmung als Techie
• Stressabbau
Needs & Goals
#Business Model Canvas
Wertangebot„Der Baustein Wertangebot beschreibt das Paket von Produkten und Dienstleistungen, das für ein bestimmtest Kundensegment Wert schöpft.“
Quantitative und Qualitative Werte:- Leistung- Anpassung an Kundenwünsche- Arbeit erleichtern- Preis- Kostenreduktion - Verfügbarkeit- Design
#Business Model Canvas
Hobby-Gärtner
Saatgut-hersteller
Gewächs-hausbetreiber
Kleinbauer
Zeitersparnis
Verfügbarkeitvon Geodaten
Kosten-reduktion
GestiegeneErnteerträge
#Business Model CanvasKanäle„Der Kanäle-Baustein beschreibt, wie ein Unternehmen seine Kundensegmente erreicht und anspricht, um ein Wertangebot zu vermitteln.“
#Business Model Canvas
#Business Model CanvasKundenbeziehung„Der Baustein Kundenbeziehung beschreibt die Arten von Beziehungen, die ein Unternehmen mit bestimmten Kundensegmenten eingeht.“
Verschiedene Kundenbeziehungen:- Individuelle persönliche Unterstützung- Selbstbedienung- Automatisierte Dienstleitung- Communitys- Mitbeteiligung
#Business Model CanvasVerschiedene Einnahmequellen:- Verkauf von Wirtschaftsgütern- Nutzungsgebühr- Mitgliedsgebühr- Lizenzen- Vermittlungsgebühren- Werbung
#Business Model CanvasSchlüsselresourcen:„Der Baustein Schlüsselresourcen beschreibt die wichtigsten Wirtschaftsgüter, die für das Funktionieren eines Geschäftsmodells notwendig sind.“
Kategorisierung von Ressourcen:- Physisch- Intellektuell- Menschlich- Finanziell
#Business Model Canvas
Schlüsselaktivitäten:„Der Baustein Schlüsselaktivitäten beschreibt die wichtigsten Dinge, die ein Unternehmen tun muss, damit sein Geschäftsmodell funktioniert.“
#Business Model CanvasSchlüsselpartnerschaften„Der Baustein Schlüsselpartnerschaften beschreibt dasNetzwerk von Lieferanten und Partnern, die zum Gelingen des Geschäftsmodells beitragen.“
Drei Motivationen für die Bildung von Partnerschaften- Optimierung und Mengenvorteil- Minderung von Risiken und Unsicherheiten- Akquise bestimmter Ressourcen
Verschiedene Arten von Partnerschaften- Strategische Allianzen zwischen Nicht-Wettbewerbern- Coopetition: strategische Partnerschaften zwischen
Wettbewerbern- Joint-Ventures
#Business Model Canvas
Kostenstruktur„Die Kostenstruktur beschreibt alle Kosten, die bei der Ausführung eines Geschäftsmodells anfallen.“
Merkmale von Kostenstrukturen- Fixkosten- Variable Kosten
#Lean Canvas
Unfair Advantage
Key Metrics
SolutionProblem
Lean
ExistingAlternative
#Lean Canvas
Cost Structure
Customer Acquisition costsDistribution costsHostingPeople, etc.
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
Problem
Top 3 problems
Existing Solutions
Solution
Top 3 features
Key MetricsKey activities you measure
Unique Value PropositionSingle, clear, compelling message that states why you are different and worth paying attention
High-level concept:
Unfair AdvantageCan’t be easily copied or bought
ChannelsPath to customers
Customer SegmentsTarget customers
Early Adopters
PRODUCT MARKET
#Exercise
„Use the Business Model Canvas / Lean
Canvas to Sketch out your idea“
[5 Minutes]
„Share it with your neighbor“
[2,5 Minutes each]
#Lean Canvas
Cost Structure
Customer Acquisition costsDistribution costsHostingPeople, etc.
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
Problem
Top 3 problems
Existing alternatives:
Solution
Top 3 features
Key MetricsKey activities you measure
Unique Value PropositionSingle, clear, compelling message that states why you are different and worth paying attention
High-level concept:
Unfair AdvantageCan’t be easily copied or bought
ChannelsPath to customers
Customer SegmentsTarget customers
Early Adopters
PRODUCT MARKET
1 23
4
5
67
8
9
#It‘s just the beginning….
Sell agricultural drones Licensing the API …..
Source: Maurya (2012)
#Think in alternatives
#Business Model Analysis 2.0
Customer Value
PropositionGo-to-Market
Plan
Technology &
Operations
Management
Profit Plan
#Business Model Analysis 2.0
Customer Value Proposition
• What unmet needs will the venture serve?
• Will it emphasize differentiation or low cost?
• Which customer segments will it target?
• Will it serve a new, existing, or re-segmented market
• What will be the minimum viable product at launch? The road map for adding features
• Who provide complements required for a whole product solution? On what terms?
• How will the product be priced? Does skimming or penetration pricing make sense?
• Can the venture leverage price discrimination methods? Bundling? Network Effects?
• What switching costs will customers incur? What is the expected life of a customer relationship?
• Relative to rivals products, how will customers’ willingness to pay compare to their total cost of ownership?
Go-to-Market Plan
• What mix of direct and indirect channels will the venture employ? What margins and/or exclusive rights will channel partners require?
• Given expected customer lifetime value (LTV), what customer acquisition cost (CAC) will the venture target
• What mix of free and paid demand generation methods will the venture employ? What will be the shape of its customer conversion funnel? The CAC for each paid method?
• If the venture relies on free demand generation methods, what will be its viral coefficient?
• Will the venture confront a chasm between early adopter and early mainstream segments? If so what is the plan for crossing the chasm?
• Does the venture have strong incentives to race for scale due to network effects, high switching costs, or other first-mover advantages? Do scalability constrains and late-mover advantages offset these incentives?
#Business Model Analysis 2.0
Profit Formula
• What contribution margin will the venture earn?
• What fixed costs will the venture incur, and what breakeven capacity utilization and sales volume does this imply?
• What share of the total addressable market does break even sales volume represent?
• How much investment in working capital and property, plant & equipment will be required per dollar of revenue?
• How will contribution margins, fixed costs, and investment/revenue ratios change over time?
• Given project growth, will be the profile of the venture’s cash flow curve? How deep is the curve’s trough, and when will it be reached?
Technology & Operations Management
• What activities are required to develop and produce the venture’s product?
• Which activities will the venture perform inhouse and which will it outsource?
• Who will perform outsourced activities, and under what terms?
• What are the cost drivers for key activities? Can the venture exploit scale economies in production by substituting fixed for variable costs?
• Will the venture create any valuable intellectual property? If so, how will it kept proprietary?
• Are there other first-mover advantages in technology and operations (e.g., pre-emption of scarce inputs)? Late-mover advantages (e.g. reverse engineering?)
• Given capacity and hiring constrains, can the venture scale operations rapidly?
#Advice
Early Stage: Use Post-It Notes (different colors for each customer/user segment + status of the hypothesis)
- green = the hypothesis has been validated through a decisive test
- yellow = a test that could validate the hypothesis has been identified but not yet executed
- blue = a hypothesis has been advanced without a way to test it
- pink = the question is important, but is too early to offer a hypothesis
#Advice
- A hypothesis is falsifiable when it can be rejected through a
decisive experiment.
- Go-To-Market Hypothesis 1: “Our product will spread through
word-of-mouth”
- Go-To-Market Hypothesis 2: “Our viral coefficient over the
next twelve months will exceed 0.5”
Step 4: Take a deep breath…and think about whether it is the right option for you!
“Vergessen Sie nie, es geht um
ihr geglücktes Leben”
-Günter Faltin
#Misconceptions
• It‘s Glamorous
• You‘ll be the Boss
• Flexibility
• You‘ll Make More $$$ & Have More Impact
Quelle: Moskowitz (2014)
#It‘s cool!
Quelle: The Social Network; Moskowitz (2014)
#Is it cool?
Quelle: The Social Network; Moskowitz (2014)
#Is it cool?
Quelle: Moskowitz (2014)
Remarkably similar among
startups
#Is it cool?
#You are the boss
„People have this vision of being the CEO of a company they
started and being on top of the pyramid…
What it‘s really like: everyone else is your boss – all of your
employees, customers, partners, users, media are your boss.
I‘ve never had more bosses and needed to account for more
people today.
- Phil Libin, CEO of Evernote
#$$$ + Impact
• On average you earn ~20% less
• Working in a later stage company you get a
force multiplier from:
- Existing user base
- Existing Infrastructure
- Working with an established team
Lünch