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DOING SOMETHING GOOD
• shaping good ideas
• introducFon to Human-‐Centred Design
• introducFon to Business Model Canvas
• work on your Business Model Canvas
• 1. Customer Segments
• 2. Value ProposiFon
• geMng to know your customers/users/members/supporters
CITY OF MELBOURNE
shaping great ideas
Why are you doing this? What is the situaFon you want to change and
why is it important to change? What might change look like? What do
you believe is possible? What is your preferred future?
Build your understanding
of the context
1 What is the current situaFon? Who does it impact? What is it’s impact
on people, the planet, the economy? What are the possible causes?
Observe. Listen. Learn. Enquire.
Iden7fy your target
Who are you designing your service or product for? Be speciﬁc. Who
believe’s what you believe? It’s not everybody.
Get to know your target
3 Seek to understand their needs and aspiraFons, what moFvates them
and their challenges. Develop user personas and user journeys to
provide valuable insights.
Iden7fy the problem you
How does your idea help your target audience to get what they need or
what they value? How does it help them to overcome challenges and
Gain insights into customers’ needs by designing and deploying the
smallest amount of funcFonality possible (AKA your minimum viable
product/service). Evolve the soluFon based on insights provided by
engaged early adopters.
why use a human-‐centred design approach?
“Because it can help your organizaFon connect be`er with
the people you serve. It can transform data into acFonable
ideas. It can help you to see new opportuniFes. It can help to
increase the speed and eﬀecFveness of creaFng new
What’s their history in
relaFonship to eaFng,
growing, preparing and
What’s their rouFne? Daily,
weekly, monthly, annually?
What are their personal
goals around eaFng, cooking,
health & wellbeing?
What moFvates them?
What are the challenges
they face to growing or buying
local food? What are
What sort of experience are
they looking for? What sort
of interacFon do they want
to have with others/you?
What sort of thing might
you expect them to say
about their ideal experience
and why they love it?
Empathyis not just about walking
in another's shoes.
First you must
remove your own.
What do I see?
What do I say and do?
What do I hear?
How do I feel?
What do I think?
Fears | Frustrations | Obstacles Wants/Needs | Measures of Success
getting ready arrive depart fall asleep
Having a great idea doesn't guarantee success.
A great business idea must also have a great
business model to support and sustain it.
A business model describes
the raFonale of how an
organisaFon creates, delivers,
and captures value.
Source: Business Model Generation
A shared language for describing, visualizing,
assessing, and changing business models
1. customers 2. value
3. channels 4. customer
5. revenues 6. key
9. costi Business
explained to my
firstname.lastname@example.orgAnche in Italiano http://slidesha.re/eGZRLO
9 building blocks > summary
Business Model Canvas > intro
Let's organize the 9
building blocks: the
Business Model Canvas
the Business Model
Canvas was invented by
and published in his book:
Business Model Generation
a framework showing
the building blocks'
The Business Model Canvas is a tool for
you to design, analyse, test and
describe your business model and how
your organisaFon intends to create,
deliver, and capture value in a proﬁtable
Why use Business Model Canvas?
Fundamentally, it delivers three things:
1. Focus: Stripping away the 40+ pages of ‘stuﬀ’ in a tradiFonal business plan, it
can help to clarify and focus on what’s driving the business (and what’s non-‐
core and geMng in the way).
2. Flexibility: It’s a lot easier to tweak the model and try things (from a planning
perspecFve) with something that’s siMng on a single page.
3. Transparency: Your team will have a much easier Fme understanding your
business model and be much more likely to buy in to your vision when it’s laid
out on a single page.
The Customer Segments Building Block
deﬁnes the diﬀerent groups of people or
organizaFons an enterprise aims to
reach and serve.
There are diﬀerent types of market segments:
1. Mass market
2. Niche market
5. MulF-‐sided plamorms (or mulF-‐sided markets)
1. For whom are we creaFng value?
2. Who are our most important customers?
Customer groups represent separate segments if:
• Their needs require and jusFfy a disFnct oﬀer
• They are reached through diﬀerent DistribuFon Channels
• They require diﬀerent types of relaFonships
• They have substanFally diﬀerent proﬁtabiliFes
• They are willing to pay for diﬀerent aspects of the oﬀer
1. Which customer segment are you targeFng?
2. Is there a parFcular niche within that market segment that
you are targeFng? What is it?
• develop 2-‐3 personas for each of your customer segments
• idenFfy what they value & idenFfy what problems they
• idenFfy the barriers they face to geMng acFve
• map out a day in the life for each customer segment
• what is their usual rouFne?
• what are their habits?
• which trend/s are you tapping in to with your concept?
The Value Proposi7ons Building Block
describes the bundle of products and
services that create value for a speciﬁc
Elements from the following non-‐exhaus:ve list of quan:ta:ve
or qualita:ve values can contribute to customer value crea:on:
4. “GeMng the job done”
8. Cost reducFon
9. Risk reducFon
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• Make it as plain as day
• Use your customer’s language. How would they describe
the beneﬁts themselves?
• Strengthen your case
• Customer tesFmonials
• Social proof
1. What value do we deliver to the customer?
2. Which one of our customer’s problems are we helping to
3. Which customer needs are we saFsfying?
4. What bundles of products and services are we oﬀering to
each Customer Segment?
Watch videos from pre-‐Lab email
Develop three personas
Fill out an empathy map for at least one of your personas
Iden:fy key problems you are solving for them
Iden:fy what value you provide for them
Fill out Customer Segments and Value Proposi:on on BMC
“Some men see things as they are,
and say, ‘Why?’ I dream of things that
never were, and say, ‘Why not?’”
~ George Bernard Shaw