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So, what is a business model,
and how do I build one?
Presentation to BA World - Ottawa
November 2010
Michael Lachapelle
3
Objectives
core characteristics of a
business model
9 essential questions to ask
yourself about a business model
2 approaches to building a
business model
Let me introduce you to….
Bob…
he’s been a BA for 15 years
loves his job
now he has to write a
BRD…
… but he is really confused
about what the clients want
because the clients it seems …
…can’t explain how their
business works
It’s enough to make a grown
analyst cry
If there was only some way to
help them tell their story….
…so he could understand what
they need to support the business
What is a
business
model1
How you make
money
(Intervista Training)
The theory
of your
business
(Peter Drucker)
Stories to
explain how the
enterprise works
(John Magretta)
The profit
formula
How your
processes
work
What do you mean when you say “Business Model”
Some see it at a high-level Some see it at a low-level
Some as a combined elements
Strategy and
organization
Technology
enabling
transactions
If not those things, then what is a “Business Model”
It is a way to look at the key elements of
how a business:
 creates value
 delivers value to its customers/clients
 captures return value
in a systematic way.
9 questions
to ask
about a
business
model
2
Welcome to…
…and a great idea that didn’t
get a deal
The ask:
 $500,000 for 20% equity
 Company valued at $2.5M
The pitch:
 6 months to market
 first year sales - 350
 only adjustable type of chair
 no competitor
 lighter, more agile
 almost half the cost
The Dragon’s Den and the wheelchair
images by JAM
Q1 - Who are your customer / clients
Lachapelle building a business model-ottawa nov
images by JAM
Q1 - Who are your customer / clients
What if they had looked at:
people who have a job-to-be-done that
involves providing wheelchair
Airports
Hospitals
Charities
images by JAM
Q2 - How does your value propositon satisfy the client’s need
Different client segments have
different needs to complete their jobs
Lachapelle building a business model-ottawa nov
images by JAM
Q3 - What channels connect you to your customers
Letting them know what
you have to offer and how
to get access to it
Lachapelle building a business model-ottawa nov
Q4 - how and how much will the customers pay
How will you price your
value proposition and
create revenue
Lachapelle building a business model-ottawa nov
Q5 - what are the key things to be done - who will do them
Key activities to create &
deliver value proposition
Marketing & Sales
Management
This is where the
wheelchair guys
asked for …
Manufacturing
Q6 - what are the key resources we need
The key building blocks
to create & deliver the
value proposition
Intangible resources
Human resources
Start-up financing
OOPS!
Tangible
resources
Q7 - who could help us as partners
Integrate into
the business or
do stuff on our
behalf
Lachapelle building a business model-ottawa nov
Q8 - how much will we need to run the business
Cost to put the pieces of the model together
Development costs
Production costs
Product/Service + Overhead + Marketing + Distribution + ICT
Sometimes
these need
to be
separate
Q9 - what kind of relationship do our clients want
How do we help and understand them
images by JAM
Lachapelle building a business model-ottawa nov
So in the end they weren’t able to show they
knew how the business should work…
Lachapelle building a business model-ottawa nov
2
frameworks
to describe
business
models
3
Finding a repeatable pattern to tell the story & analyse the business model
Alexander
Osterwalder
Mark
Johnson
www.businessmodelgeneration.com
The Business Model Canvas
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How much does each Revenue Stream contribute to
overall revenues?
Through which Channels do
our Customer Segments
want to be reached?
How are our Channels
integrated?
Which ones work best?
Which ones are most cost-
efficient?
How are we integrating them
with customer routines?
What type of relationship
does each Customer
Segments expect us to
establish and maintain?
Which ones have we
established?
How are they integrated
with the rest of our
business model?
How costly are they?
For whom are we
creating value?
Who are our most
important
customers?
How do we
differentiate our
Customer Segments
What value do we
deliver to the
customer?
Which one of our
customer’s problems
are we helping to
solve?
Which customer needs
are we satisfying?
What Key Activities do our
Value Propositions
require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key
Partners?
Who are our key
suppliers?
Which Key Resources
are we acquiring
from partners?
Which Key Activities do
partners perform?
What Key Resources do
our Value Propositions
require?
Our Distribution
Channels? Customer
Relationships?
Revenue Streams?
What are the most important costs inherent in our
business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Alexander Osterwalder
www.businessmodelgeneration.com
The Business Model Canvas
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How much does each Revenue Stream contribute to
overall revenues?
Through which Channels do
our Customer Segments
want to be reached?
How are our Channels
integrated?
Which ones work best?
Which ones are most cost-
efficient?
How are we integrating them
with customer routines?
What type of relationship
does each Customer
Segments expect us to
establish and maintain?
Which ones have we
established?
How are they integrated
with the rest of our
business model?
How costly are they?
For whom are we
creating value?
Who are our most
important
customers?
How do we
differentiate our
Customer Segments
What value do we
deliver to the
customer?
Which one of our
customer’s problems
are we helping to
solve?
Which customer needs
are we satisfying?
What Key Activities do our
Value Propositions
require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key
Partners?
Who are our key
suppliers?
Which Key Resources
are we acquiring
from partners?
Which Key Activities do
partners perform?
What Key Resources do
our Value Propositions
require?
Our Distribution
Channels? Customer
Relationships?
Revenue Streams?
What are the most important costs inherent in our
business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Alexander Osterwalder
Q1Q2
Q3
Q4
Q5
Q6
Q7
Q8
Q9
Customer-value Proposition
Profit Formula
Key Resources Key Processes
www.seizingthewhitespace.com
The Four-Box Business Model Framework
Mark W. Johnson
• Job-to-be-done by customer
• Offering to satisfy need
• Customer satisfaction
• Revenue model (price X
quantity)
• Cost structure - direct, indirect,
overhead, economies of scale
• Target unit margin - achieving
desired profit levels
• Resource velocity - throughput,
inventory turnover, asset
utilization
• People
• Technology
• Equipment
• Channels
• Partnerships
• Brand
• Processes
• Business Rules
• Success metrics
• Behavioural
norms
Customer-value Proposition
Profit Formula
Key Resources Key Processes
www.seizingthewhitespace.com
The Four-Box Business Model Framework
Mark W. Johnson
• Job-to-be-done by customer
• Offering to satisfy need
• Customer satisfaction
• Revenue model (price X
quantity)
• Cost structure - direct, indirect,
overhead, economies of scale
• Target unit margin - achieving
desired profit levels
• Resource velocity - throughput,
inventory turnover, asset
utilization
• People
• Technology
• Equipment
• Channels
• Partnerships
• Brand
• Processes
• Business Rules
• Success metrics
• Behavioural
norms
Q1 Q2
Q3
Q4Q5
Q6 Q7
Q8
Q9
The Business
Model Canvas
The 4-box
Framework
Individual
components
Composite
component
s
Simple Detailed
Adaptable Focussed
Open Guided
Q - how are these approaches different
3
Objectives
A business model describes and contains the
core elements of how a business creates,
delivers and captures value
9 essential questions:
2 approaches:
Business model canvas
4-box framework
 What is our customer’s job-to-be-done
 What need of theirs are we satisfying
 How will we interact with them
 How and how much will they pay
 What are the key things to be done
 What are the key resources we need
 Who will help
 How do we help our customers
www.businessmodelgeneration.com
The Business Model Canvas
Alexander Osterwalder
Customer-value Proposition
Profit Formula
Key Resources Key Processes
www.seizingthewhitespace.com
The Four-Box Business Model Framework
Mark W. Johnson
If you wish to use material from this
presentation please observe the
rules of creative commons licensing.
Content and development support provided by:
Dr. Alexander Osterwalder, PhD
Web site: www.businessmodelalchemist.com/
Content and development support provided by:
Dr. Alexander Osterwalder, PhD
Web site: www.businessmodelalchemist.com/
For further information, discussion you can contact me at:
(w) mike.lachapelle@tbs-sct.gc.ca
(h) michaell@magma.ca
For further information, discussion you can contact me at:
(w) mike.lachapelle@tbs-sct.gc.ca
(h) michaell@magma.ca
For more information on the business model canvas - and a pdf download of 70
pages of the book go to:
Business Model Generation book: www.businessmodelgeneration.com
For more information on the business model canvas - and a pdf download of 70
pages of the book go to:
Business Model Generation book: www.businessmodelgeneration.com
For more information on the the 4-box business model framework go to:
Seizing the White Space | Business Model Innovation for Growth and Renewal:
http://www.seizingthewhitespace.com/
For more information on the the 4-box business model framework go to:
Seizing the White Space | Business Model Innovation for Growth and Renewal:
http://www.seizingthewhitespace.com/

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Lachapelle building a business model-ottawa nov

  • 1. So, what is a business model, and how do I build one? Presentation to BA World - Ottawa November 2010 Michael Lachapelle
  • 2. 3 Objectives core characteristics of a business model 9 essential questions to ask yourself about a business model 2 approaches to building a business model
  • 3. Let me introduce you to….
  • 4. Bob… he’s been a BA for 15 years loves his job
  • 5. now he has to write a BRD…
  • 6. … but he is really confused about what the clients want
  • 7. because the clients it seems … …can’t explain how their business works
  • 8. It’s enough to make a grown analyst cry
  • 9. If there was only some way to help them tell their story…. …so he could understand what they need to support the business
  • 11. How you make money (Intervista Training) The theory of your business (Peter Drucker) Stories to explain how the enterprise works (John Magretta) The profit formula How your processes work What do you mean when you say “Business Model” Some see it at a high-level Some see it at a low-level Some as a combined elements Strategy and organization Technology enabling transactions
  • 12. If not those things, then what is a “Business Model” It is a way to look at the key elements of how a business:  creates value  delivers value to its customers/clients  captures return value in a systematic way.
  • 13. 9 questions to ask about a business model 2
  • 14. Welcome to… …and a great idea that didn’t get a deal
  • 15. The ask:  $500,000 for 20% equity  Company valued at $2.5M The pitch:  6 months to market  first year sales - 350  only adjustable type of chair  no competitor  lighter, more agile  almost half the cost The Dragon’s Den and the wheelchair
  • 16. images by JAM Q1 - Who are your customer / clients
  • 18. images by JAM Q1 - Who are your customer / clients What if they had looked at: people who have a job-to-be-done that involves providing wheelchair
  • 20. images by JAM Q2 - How does your value propositon satisfy the client’s need Different client segments have different needs to complete their jobs
  • 22. images by JAM Q3 - What channels connect you to your customers Letting them know what you have to offer and how to get access to it
  • 24. Q4 - how and how much will the customers pay How will you price your value proposition and create revenue
  • 26. Q5 - what are the key things to be done - who will do them Key activities to create & deliver value proposition
  • 27. Marketing & Sales Management This is where the wheelchair guys asked for … Manufacturing
  • 28. Q6 - what are the key resources we need The key building blocks to create & deliver the value proposition
  • 29. Intangible resources Human resources Start-up financing OOPS! Tangible resources
  • 30. Q7 - who could help us as partners Integrate into the business or do stuff on our behalf
  • 32. Q8 - how much will we need to run the business Cost to put the pieces of the model together
  • 33. Development costs Production costs Product/Service + Overhead + Marketing + Distribution + ICT Sometimes these need to be separate
  • 34. Q9 - what kind of relationship do our clients want How do we help and understand them images by JAM
  • 36. So in the end they weren’t able to show they knew how the business should work…
  • 39. Finding a repeatable pattern to tell the story & analyse the business model Alexander Osterwalder Mark Johnson
  • 40. www.businessmodelgeneration.com The Business Model Canvas For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How much does each Revenue Stream contribute to overall revenues? Through which Channels do our Customer Segments want to be reached? How are our Channels integrated? Which ones work best? Which ones are most cost- efficient? How are we integrating them with customer routines? What type of relationship does each Customer Segments expect us to establish and maintain? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? For whom are we creating value? Who are our most important customers? How do we differentiate our Customer Segments What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Alexander Osterwalder
  • 41. www.businessmodelgeneration.com The Business Model Canvas For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How much does each Revenue Stream contribute to overall revenues? Through which Channels do our Customer Segments want to be reached? How are our Channels integrated? Which ones work best? Which ones are most cost- efficient? How are we integrating them with customer routines? What type of relationship does each Customer Segments expect us to establish and maintain? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? For whom are we creating value? Who are our most important customers? How do we differentiate our Customer Segments What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Alexander Osterwalder Q1Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9
  • 42. Customer-value Proposition Profit Formula Key Resources Key Processes www.seizingthewhitespace.com The Four-Box Business Model Framework Mark W. Johnson • Job-to-be-done by customer • Offering to satisfy need • Customer satisfaction • Revenue model (price X quantity) • Cost structure - direct, indirect, overhead, economies of scale • Target unit margin - achieving desired profit levels • Resource velocity - throughput, inventory turnover, asset utilization • People • Technology • Equipment • Channels • Partnerships • Brand • Processes • Business Rules • Success metrics • Behavioural norms
  • 43. Customer-value Proposition Profit Formula Key Resources Key Processes www.seizingthewhitespace.com The Four-Box Business Model Framework Mark W. Johnson • Job-to-be-done by customer • Offering to satisfy need • Customer satisfaction • Revenue model (price X quantity) • Cost structure - direct, indirect, overhead, economies of scale • Target unit margin - achieving desired profit levels • Resource velocity - throughput, inventory turnover, asset utilization • People • Technology • Equipment • Channels • Partnerships • Brand • Processes • Business Rules • Success metrics • Behavioural norms Q1 Q2 Q3 Q4Q5 Q6 Q7 Q8 Q9
  • 44. The Business Model Canvas The 4-box Framework Individual components Composite component s Simple Detailed Adaptable Focussed Open Guided Q - how are these approaches different
  • 45. 3 Objectives A business model describes and contains the core elements of how a business creates, delivers and captures value 9 essential questions: 2 approaches: Business model canvas 4-box framework  What is our customer’s job-to-be-done  What need of theirs are we satisfying  How will we interact with them  How and how much will they pay  What are the key things to be done  What are the key resources we need  Who will help  How do we help our customers
  • 47. Customer-value Proposition Profit Formula Key Resources Key Processes www.seizingthewhitespace.com The Four-Box Business Model Framework Mark W. Johnson
  • 48. If you wish to use material from this presentation please observe the rules of creative commons licensing. Content and development support provided by: Dr. Alexander Osterwalder, PhD Web site: www.businessmodelalchemist.com/ Content and development support provided by: Dr. Alexander Osterwalder, PhD Web site: www.businessmodelalchemist.com/ For further information, discussion you can contact me at: (w) mike.lachapelle@tbs-sct.gc.ca (h) michaell@magma.ca For further information, discussion you can contact me at: (w) mike.lachapelle@tbs-sct.gc.ca (h) michaell@magma.ca For more information on the business model canvas - and a pdf download of 70 pages of the book go to: Business Model Generation book: www.businessmodelgeneration.com For more information on the business model canvas - and a pdf download of 70 pages of the book go to: Business Model Generation book: www.businessmodelgeneration.com For more information on the the 4-box business model framework go to: Seizing the White Space | Business Model Innovation for Growth and Renewal: http://www.seizingthewhitespace.com/ For more information on the the 4-box business model framework go to: Seizing the White Space | Business Model Innovation for Growth and Renewal: http://www.seizingthewhitespace.com/