make it! (3/6)
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Make It! (3/6) En föreläsning om Business
Model Innovation, makerkulturen och framtiden,
2015
Här finns nystartade kunskapsföretag, näringslivsfrämjare och företagsrådgivare samlade.
Strykbrädan.
Make It!
Tillfälle tre.
Micael Wahlberg
CV: linkedin.com/in/micael Por>olio: micael.se
Mood Boards: pinterest.com/micaelwahlberg
Mood Blog: wahlberg.tumblr.com
e-‐Commerce: designer.se
Behance; behance.net/micael
Fokus/Konkurrensfördelar
• Ekonomiskt hållbara • Ekologiskt hållbara • EKskt hållbara
Business paLern, Long Tail
SpoKfy
Soundcloud
Eventbride
Elance
mynewsdesk
Slideshare
Varför driva företag?
Se posiKvt på problem!
KonstrukKvt eller destrukKvt?
Fokus på problem, posiKvt!
• Vad är det som hindrar oss aL ta nästa steg? • Företag byggs av alla problem.
• Problem och motgångar bygger en affärsmodell.
• KonstrukKvt eller destrukKvt?
10 min
• Vad är eL problem? • Hur går det aL lösa? • Hur använder folk språket posiKvt och negaKvt?
• Har ni varit med om situaKoner där språket har används på konstrukKvt eller destrukKvt säL?
Vilja, orka och kunna
ProjekLriangel
Tes
Media
Försäljning igår
• Cold Calls 1000 st • MeaKng 100 st
• QuotaKon 10 st • Order 1 st
Försäljning idag
Fika
CookieSwirlC, drama
CookieSwirlC, test
CookieSwirlC, upcykling
CookieSwirlC, annons
CookieSwirlC, sajt
CookieSwirlC, sajt annons
CookieSwirlC, ljudböcker
CookieSwirlC, musik
CookieSwirlC, fans
CookieSwirlC, google+
CookieSwirlC, FB
CookieSwirlC, TwiLer
CookieSwirlC, Instagram
CookieSwirlC, produkter
CookieSwirlC, Spredshirt
Wisslaren
Wisslaren
Wisslaren, 2012-‐2015
Wisslaren, TwiLer
Wisslaren, Twenty20
Wisslaren, Twenty20
Wisslaren, Steller
Wisslaren, Steller
Business Model Canvas
Strategyzer
Strategyzer, böcker
Strategyzer, online course
Strategyzer, Masterclasses
Strategyzer, inhouse
Strategyzer, community
Strategyzer, app
Strategyzer, graKsmaterial
Strategyzer, TwiLer
Strategyzer, FB
Strategyzer, blogg
Strategyzer, film
Visa film BMC Disney
Nyckelresurser: -‐ Fysiska -‐ Mänskliga -‐ Immateriella -‐ Finansiella -‐ Skills
NyckelakKviteter: -‐ ProdukKon -‐ Problemlösning -‐ Pla>orm/Nätverk -‐ LogisKskt -‐ Nätverkande
Nyckelpartners: 1. Partner med icke konkurrenter 2. Partnerskap med konkurrenter 3. Joint Ventures för aL skapa nyL affärsområde 4. Partnerskap med vikKga leverantörer 5. Icke strategiska partnerskap
Value ProposiKons: -‐ Nyhet -‐ BäLre prestanda -‐ CustomizaKon -‐ ”Gefng the job done” -‐ Design -‐ Brand/Status -‐ Pris -‐ KostnadsredukKon -‐ RiskredukKon -‐ Tillgänglighet -‐ Tillgänglighet/enkelhet
Channels: -‐ Säljstyrka -‐ E-‐handel -‐ Egen affär -‐ Via andras buKk
Customer RelaKonships: -‐ Personligt -‐ Dedikerat och personligt -‐ Själv service -‐ AutomaKserad service -‐ Communitys -‐ Samarbeten
Kundsegment: -‐ Massmarknad -‐ Nichemarknad -‐ Segmenterad -‐ Diversifierad -‐ MulK marknad
Intäcktsströmmar: -‐ Sälja en vara -‐ Avgii på användande -‐ PrenumeraKon -‐ Låna/hyra/leasa -‐ Licensiering -‐ Annonsering -‐ Freemium -‐ Charity
Kostnadsstruktur: -‐ Kostnadsdriven -‐ Värdedriven -‐ Fast kostnad -‐ Varierande kostnad -‐ Stordriisfördelar -‐ Economies of scope
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
is your business moreCost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)Value Driven (focused on value creation, premium value proposition)
sample characteristicsFixed Costs (salaries, rents, utilities)Variable costsEconomies of scaleEconomies of scope
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
channel phases1. Awareness
How do we raise awareness about our company’s products and services?2. Evaluation
How do we help customers evaluate our organization’s Value Proposition?3. Purchase
How do we allow customers to purchase specific products and services?4. Delivery
How do we deliver a Value Proposition to customers?5. After sales
How do we provide post-purchase customer support?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
Mass MarketNiche MarketSegmentedDiversifiedMulti-sided Platform
What type of relationship does each of our Customer Segments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
examplesPersonal assistanceDedicated Personal AssistanceSelf-ServiceAutomated ServicesCommunitiesCo-creation
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
catergoriesProductionProblem SolvingPlatform/Network
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
types of resourcesPhysicalIntellectual (brand patents, copyrights, data)HumanFinancial
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquairing from partners?Which Key Activities do partners perform?
motivations for partnershipsOptimization and economy Reduction of risk and uncertaintyAcquisition of particular resources and activities
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
characteristicsNewnessPerformanceCustomization“Getting the Job Done”DesignBrand/StatusPriceCost ReductionRisk ReductionAccessibilityConvenience/Usability
typesAsset saleUsage feeSubscription FeesLending/Renting/LeasingLicensingBrokerage feesAdvertising
fixed pricingList PriceProduct feature dependentCustomer segment dependentVolume dependent
dynamic pricingNegotiation (bargaining)Yield ManagementReal-time-Market
strategyzer.com
Resursdrivet: -‐ Resurser styr -‐ Infrastruktur -‐ Tryckpress, gruva -‐ Nätverk -‐ Kunskap -‐ Personligt, dansare, band m fl
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
is your business moreCost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)Value Driven (focused on value creation, premium value proposition)
sample characteristicsFixed Costs (salaries, rents, utilities)Variable costsEconomies of scaleEconomies of scope
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
channel phases1. Awareness
How do we raise awareness about our company’s products and services?2. Evaluation
How do we help customers evaluate our organization’s Value Proposition?3. Purchase
How do we allow customers to purchase specific products and services?4. Delivery
How do we deliver a Value Proposition to customers?5. After sales
How do we provide post-purchase customer support?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
Mass MarketNiche MarketSegmentedDiversifiedMulti-sided Platform
What type of relationship does each of our Customer Segments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
examplesPersonal assistanceDedicated Personal AssistanceSelf-ServiceAutomated ServicesCommunitiesCo-creation
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
catergoriesProductionProblem SolvingPlatform/Network
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
types of resourcesPhysicalIntellectual (brand patents, copyrights, data)HumanFinancial
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquairing from partners?Which Key Activities do partners perform?
motivations for partnershipsOptimization and economy Reduction of risk and uncertaintyAcquisition of particular resources and activities
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
characteristicsNewnessPerformanceCustomization“Getting the Job Done”DesignBrand/StatusPriceCost ReductionRisk ReductionAccessibilityConvenience/Usability
typesAsset saleUsage feeSubscription FeesLending/Renting/LeasingLicensingBrokerage feesAdvertising
fixed pricingList PriceProduct feature dependentCustomer segment dependentVolume dependent
dynamic pricingNegotiation (bargaining)Yield ManagementReal-time-Market
strategyzer.com
Kunddrivet: -‐ Kunden och marknaden styr -‐ Ekologisk mat -‐ Upplevelser -‐ Avkoppling -‐ Förstärka egen person -‐ Dricka och mat på mack
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
is your business moreCost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)Value Driven (focused on value creation, premium value proposition)
sample characteristicsFixed Costs (salaries, rents, utilities)Variable costsEconomies of scaleEconomies of scope
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
channel phases1. Awareness
How do we raise awareness about our company’s products and services?2. Evaluation
How do we help customers evaluate our organization’s Value Proposition?3. Purchase
How do we allow customers to purchase specific products and services?4. Delivery
How do we deliver a Value Proposition to customers?5. After sales
How do we provide post-purchase customer support?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
Mass MarketNiche MarketSegmentedDiversifiedMulti-sided Platform
What type of relationship does each of our Customer Segments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
examplesPersonal assistanceDedicated Personal AssistanceSelf-ServiceAutomated ServicesCommunitiesCo-creation
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
catergoriesProductionProblem SolvingPlatform/Network
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
types of resourcesPhysicalIntellectual (brand patents, copyrights, data)HumanFinancial
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquairing from partners?Which Key Activities do partners perform?
motivations for partnershipsOptimization and economy Reduction of risk and uncertaintyAcquisition of particular resources and activities
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
characteristicsNewnessPerformanceCustomization“Getting the Job Done”DesignBrand/StatusPriceCost ReductionRisk ReductionAccessibilityConvenience/Usability
typesAsset saleUsage feeSubscription FeesLending/Renting/LeasingLicensingBrokerage feesAdvertising
fixed pricingList PriceProduct feature dependentCustomer segment dependentVolume dependent
dynamic pricingNegotiation (bargaining)Yield ManagementReal-time-Market
strategyzer.com
Finansdrivet: -‐ Hyra och leasing -‐ RUT och ROT -‐ Tilläggsförsäkringar
Modulering
?
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