This session introduces you to the Business Model Canvas: a shared visual language that allows you to use nine basic building blocks to describe and design any business model. Pete shows how the Business Model Canvas is a useful tool for the entire team to achieve goals within the context of an overall vision.
You will walk away knowing how to use the Business Model Canvas to map a business model and how it can be used as a tool to support genuine disruption and incremental innovation. You will also explore Lean Canvas, a variation of the model for entrepreneurs.
8. Agenda for today
• Why use it?
• Step through the 9 building blocks of
the business model canvas
• Explore a case study - Uber
• Look at some other canvases including
the Lean Canvas
12. Essential for entrepreneurs
“I believe that the life of any startup
can be divided into two parts:
before product/market fit and
after product/market fit.”
- Marc Andreessen
(founder of Netscape)
13. Essential for intrapreneurs
“...companies …can create massive
growth by combining difficult to replicate
assets with entrepreneurial behaviors.”
“A large company can never innovate
faster than the market. But it can
innovate better than the market.”
- Scott Anthony
(Innosight)
14. Simple but powerful
• Lightweight – not a hefty document
• Deliberately constrained to avoid too
much detail
• Accessible and portable
27. Content with no heading
Optimise and
accelerate
Learn and
pivot
28.
29.
30. Key Partners Key Activities Value
Propositions
Customer
Relationships
Customer
Segments
Key Resources Channels
Cost Structure Revenue Streams
Wealthy,
young
people
Exclusive
transport at
an affordable
price
Convenience
On demand
availability
Certainty
31. Key Partners Key Activities Value
Propositions
Customer
Relationships
Customer
Segments
Key Resources Channels
Cost Structure Revenue Streams
Wealthy,
young
people
Exclusive
transport at
an affordable
price
Convenience
On demand
availability
Certainty
Social media
32. Key Partners Key Activities Value
Propositions
Customer
Relationships
Customer
Segments
Key Resources Channels
Cost Structure Revenue Streams
Wealthy,
young
people
Exclusive
transport at
an affordable
price
Convenience
On demand
availability
Good service
Certainty
Social media
Trust
33. Key Partners Key Activities Value
Propositions
Customer
Relationships
Customer
Segments
Key Resources Channels
Cost Structure Revenue Streams
Wealthy,
young
people
Exclusive
transport at
an affordable
price
Convenience
Existing
drivers of
private
transport
vehiclesSocial media
On demand
availability
Good service
Certainty
Trust
34. Key Partners Key Activities Value
Propositions
Customer
Relationships
Customer
Segments
Key Resources Channels
Cost Structure Revenue Streams
Wealthy,
young
people
Exclusive
transport at
an affordable
price
Convenience
Existing
drivers of
private
transport
vehiclesSocial media
On demand
availability
Good service
Certainty
A way to use
‘slack’
resources
Trust
35.
36. Key Partners Key Activities Value
Propositions
Customer
Relationships
Customer
Segments
Key Resources Channels
Cost Structure Revenue Streams
Wealthy,
young
people
Exclusive
transport at
an affordable
price
Convenience
Existing
drivers of
private
transport
vehiclesSocial media
On demand
availability
Good service
Certainty
A way to use
‘slack’
resources
Trust
37. Key Partners Key Activities Value
Propositions
Customer
Relationships
Customer
Segments
Key Resources Channels
Cost Structure Revenue Streams
Wealthy,
young
people
Exclusive
transport at
an affordable
price
Convenience
Existing
drivers of
private
transport
vehiclesSocial media
On demand
availability
Good service
Certainty Regular
people with a
car who are
willing to
drive
A way to use
‘slack’
resources
Trust
38. Key Partners Key Activities Value
Propositions
Customer
Relationships
Customer
Segments
Key Resources Channels
Cost Structure Revenue Streams
Wealthy,
young
people
Exclusive
transport at
an affordable
price
Convenience
Existing
drivers of
private
transport
vehiclesSocial media
On demand
availability
Good service
Certainty Regular
people with a
car who are
willing to
drive
A way to use
‘slack’
resources
Direct
Trust
39. Key Partners Key Activities Value
Propositions
Customer
Relationships
Customer
Segments
Key Resources Channels
Cost Structure Revenue Streams
Wealthy,
young
people
Exclusive
transport at
an affordable
price
Convenience
Existing
drivers of
private
transport
vehiclesSocial media
On demand
availability
Good service
Certainty Regular
people with a
car who are
willing to
drive
A way to use
‘slack’
resources
Direct
No
commitment
Trust
40. Key Partners Key Activities Value
Propositions
Customer
Relationships
Customer
Segments
Key Resources Channels
Cost Structure Revenue Streams
Wealthy,
young
people
Exclusive
transport at
an affordable
price
Convenience
Existing
drivers of
private
transport
vehiclesSocial media
On demand
availability
Good service
Certainty Regular
people with a
car who are
willing to
drive
A way to use
‘slack’
resources
Direct
No
commitment
Surge pricing
% of fares
Trust
41. Key Partners Key Activities Value
Propositions
Customer
Relationships
Customer
Segments
Key Resources Channels
Cost Structure Revenue Streams
Wealthy,
young
people
Exclusive
transport at
an affordable
price
Convenience
Existing
drivers of
private
transport
vehiclesSocial media
On demand
availability
Good service
Certainty Regular
people with a
car who are
willing to
drive
A way to use
‘slack’
resources
Direct
No
commitment
Surge pricing
% of fares
Defending
the company
from “anti-
capitalist taxi
protectionism”
Trust
42. Key Partners Key Activities Value
Propositions
Customer
Relationships
Customer
Segments
Key Resources Channels
Cost Structure Revenue Streams
Wealthy,
young
people
Exclusive
transport at
an affordable
price
Convenience
Existing
drivers of
private
transport
vehicles
A way to use
‘slack’
resources
Social media
On demand
availability
Direct
No
commitment
Incentives Surge pricing
Defending
the company
from “anti-
capitalist taxi
protectionism”
Software dev
Hiring
Operations
staff
Community
staff
Good serviceDrivers
NFL
AMEX
% of fares
Certainty Regular
people with a
car who are
willing to
drive
Wages
National Cat
Day
Trust
43.
44. Key Partners Key Activities Value
Propositions
Customer
Relationships
Customer
Segments
Key Resources Channels
Cost Structure Revenue Streams
Business
people
Taxi license
$$
Convenient
transport
Individuals/fa
milies
Vehicle
Fuel
Maintenanc
e
Booking
service fee
License
Wages
Fares
Booking
service
Driving
Drivers
45. National Cat
Day
Key Partners Key Activities Value
Propositions
Customer
Relationships
Customer
Segments
Key Resources Channels
Cost Structure Revenue Streams
Wealthy,
young
people
Exclusive
transport at
an affordable
price
Convenience
Existing
drivers of
private
transport
vehicles
A way to use
‘slack’
resources
Social media
On demand
availability
Direct
No
commitment
Incentives Surge pricing
Defending
the company
from “anti-
capitalist taxi
protectionism”
Software dev
Hiring
Operations
staff
Community
staff
Good serviceDrivers
NFL
AMEX
% of fares
Certainty Regular
people with a
car who are
willing to
drive
Wages
Bad press
Trust
48. Criticisms and shortcomings
• Where do we capture the other stuff
that comes up in conversation?
• Competitors
• Where is the detail?
• Work within the constraints – they are there
for a reason
50. Creative Commons
Share - copy and redistribute the material in
any medium or format.
Adapt - remix, transform, and build upon the
Material for any purpose, even commercially.
55. “My main objective with Lean
Canvas was making it as
actionable as possible while
staying entrepreneur-focused”
- Ash Maurya
(Creator of the Lean Canvas)
60. Adopting the tool
• At the beginning of your next project
• Get aligned
• As part of your current project or
product development
• A great way to bring new team members up
to speed
61. Get a free A0 poster of the Business
Model Canvas from the DiUS coffee cart!
www.businessmodelgeneration.com
www.leanstack.com
A single page view of a business which surfaces the nine main building blocks
alexander osterwalder – swiss
First published in 2009
Looks a bit like a light saber when rolled up
Just a gimmick to get people to come to the talk
What I really want to do is to give you a new tool to add to your kit
I have found that relatively few people have encountered it or used it before, and I consistently find that people get value from it when they do
The longer I work in agile teams, the more I value physical information radiators
As a consultant you change environments and domains frequently
Need to be able to add value very quickly, and this relies on having context
Slack memo
“We don’t sell saddles here” on Medium
Business model innovation
Amazon is a great example of this – AWS
We all have the opportunity to recognise the strengths around us
More likely to be read
There is a specific order which it needs to be tackled in
User satisfaction ratings
Training to give a bottle of water to passengers
Founded in 2009
Currently valued at 18.2 billion
Google have bought into it
Uber part of the new sharing economy, enabled by real time comms tech
Add colour
How do we reach them?
What is important about the relationship
Two sided market
Need to decide whether to represent drivers as customers or partners
Using slack resources is the main value prop for drivers
Using slack resources is the main value prop for drivers
Using slack resources is the main value prop for drivers
New opportunity for UberX
How do they reach drivers?
What is important to the drivers about the relationship?
Revenue streams
Key activity of defending the company
Kumolus – right side has guided the release planning and strategy
Left side has guided business planning and operations, empanasis on partnerships
Taxi licenses are $20-30K per year in melbourne, or $500k for a perpetual license. In New York they fetch $700k - $1M.
The Streisand effect is the phenomenon whereby an attempt to hide, remove, or censor a piece of information has the unintended consequence of publicizing the information more widely, usually facilitated by the Internet.
Millers Law 7 +/- 2
Working memory capacity
Cognitive numeric limit
BMC is more “outside in” – why it is great for consulting
BMC doesn’t address areas of highest risk