Bootstrap Your Business Model
•
6 gostaram•3,902 visualizações
An Intro to the Business Model Canvas
Recomendados
Mais conteúdo relacionado
Mais procurados
Mais procurados (20)
Destaque
Destaque (20)
Semelhante a Bootstrap Your Business Model
Semelhante a Bootstrap Your Business Model (20)
Mais de Bernie Maloney
Mais de Bernie Maloney (17)
Último
Último (20)
Bootstrap Your Business Model
- 1. BOOTSTRAP YOUR BUSINESS MODEL Business Agility on the Back of a Napkin 1@berniemaloney
- 2. 2 Let’s start here… SO, WHAT IS A BUSINESS MODEL? @berniemaloney
- 3. SO, WHAT IS A BUSINESS MODEL? Better yet… 3@berniemaloney
- 4. EXPLAIN YOUR BUSINESS (MODEL) TO A NEIGHBOR Exercise 2 min each in pairs 4@berniemaloney
- 5. HOW MANY COULD ACCURATELY DESCRIBE THEIR NEIGHBOR’S BUSINESS? 5@berniemaloney
- 6. OR, WAS YOUR EXPERIENCE LIKE THIS? 6@berniemaloney
- 7. NO BUSINESS PLAN SURVIVES FIRST CONTACT WITH A CUSTOMER Steve Blank 7@berniemaloney
- 8. PLANS ARE WORTHLESS, BUT PLANNING IS EVERYTHING Dwight D. Eisenhower 8@berniemaloney
- 9. HOW COULD WE DRINK OUR OWN CHAMPAGNE? Build Measure Learn 9@berniemaloney
- 10. ANY PROBLEM CAN BE MADE CLEARER WITH A PICTURE Dan Roam 10@berniemaloney
- 11. Dan also wrote an earlier, worthwhile book: The Back of the Napkin 11@berniemaloney
- 12. HOW CAN A BUSINESS BE PICTURED? http://youtu.be/QoAOzMTLP5s 12@berniemaloney
- 13. BUSINESS MODEL CANVAS 13 Partners Offer Key Customers What you ‘get’What it ‘costs’ Relationship ChannelResources Activities Source: http://www.businessmodelgeneration.com/downloads/business_model_canvas_poster.pdf @berniemaloney
- 14. WHY IS A MODEL SIGNIFICANT? 14@berniemaloney
- 15. WHY IS A MODEL SIGNIFICANT? DESIGN THINKING 15@berniemaloney
- 16. DESIGN THINKING • Freezing an idea early risks falling in love with it • Refining an idea quickly risks become attached (sunk cost) • Objective: Defer judgment & emphasize crude prototypes to help avoid these pitfalls • Example: IDEO - an illustration of Design AND Agile http://youtu.be/M66ZU2PCIcM 16@berniemaloney
- 17. WHY IS A MODEL SIGNIFICANT? 17@berniemaloney
- 18. Build Measure Learn 18@berniemaloney Lean Startup / Eric Ries: Build-Measure-Learn
- 19. A MODEL MIGHT LOOK GREAT ON PAPER… 19@berniemaloney
- 20. … REMEMBER IT’S A SET OF HYPOTHESES guess 20@berniemaloney
- 22. COST PER TEST / LESSONS = ? 22 http://www.automobilesreview.com/uploads/2012/09/Mercedes-Benz-SLS-AMG-Coupe-Electric-Drive-651.jpg @berniemaloney
- 23. COST PER TEST / LESSONS = ? 23 http://image.internetautoguide.com/f/auto-news/2010-mercedes-amg-sls-crash-test-videos/31178790/mercedes-sls-amg-crash-test-video-germany-tuv.jpg @berniemaloney
- 24. HOW ABOUT AN EXAMPLE? 24@berniemaloney
- 25. HOW ABOUT AN EXAMPLE? 25 Better yet… @berniemaloney
- 26. BUS 15 @ STANFORD 26 Experience in Product Management & Agile Silicon Valley Prepare outline; develop materials; coordinate efforts; time to teach… Stanford Partners Offer Key Customers What we ‘get’What it ‘costs’ Feedback; fresh perspective; resume enhancer; honorarium; contacts… Guest Speakers Curious about Prod Mgt &/or Agile Very Early Entrepreneurs Live Class Relationship Channel Experienced & want increased results Live Class direct Personal (vs automated) Resources Activities Brand Rooms Equipment Marketing Experience @berniemaloney
- 27. BUS 15 @ STANFORD 27 Experience in Product Management & Agile Silicon Valley Prepare outline; develop materials; coordinate efforts; time to teach… Stanford Partners Offer Key Customers What we ‘get’What it ‘costs’ Feedback; fresh perspective; resume enhancer; honorarium; contacts… Guest Speakers Curious about Prod Mgt &/or Agile Very Early Entrepreneurs Live Class Relationship Channel Experienced & want > resultsLive Class direct Personal (vs automated) Resources Activities Brand Rooms Equipment Marketing How could inspect/adapt be applied? Experience @berniemaloney
- 28. HOW ABOUT…? 28 Experience in Product Management & Agile East Bay Area Prepare outline; develop materials; coordinate efforts; time to teach… Berkeley Partners Offer Key Customers What we ‘get’What it ‘costs’ Feedback; fresh perspective; resume enhancer; honorarium; contacts… Guest Speakers Curious about Prod Mgt &/or Agile Very Early Entrepreneurs Live Class Relationship Channel Experienced & want > resultsLive Class direct Personal (vs automated) Resources Activities Brand Rooms Equipment Marketing Experience Experience at Stanford @berniemaloney
- 29. OTHER VALUES OF THE BM CANVAS • Ecosystems Win – Microsoft Office – iTunes – Search + Ads • Canvas Maps an Ecosystem Fits a single visual field = shifts brain processes • Looks at Market & Opportunity over chasing a competitor’s ‘tail lights’ 29@berniemaloney
- 30. Ready for a Group Exercise? 30 Partners Offer Key Customers What we ‘get’What it ‘costs’ Relationship ChannelResources Activities @berniemaloney
- 31. EXERCISE: BUSINESS MODEL CREATION • Form Teams • Product: Biodegradable Bag (ok for fertilizer) • 5 minutes: Create (at least 1) business model 31 http://www.naparecycling.com/uploads/plastic%20bag.png @berniemaloney
- 32. BUSINESS MODEL CANVAS 32 Partners Offer Key Customers What you ‘get’What it ‘costs’ Relationship ChannelResources Activities Source: http://www.businessmodelgeneration.com/downloads/business_model_canvas_poster.pdf @berniemaloney
- 33. INSIGHTS: CREATING A BUSINESS MODEL @berniemaloney 33 http://www.garabatosydibujos.com/wp-content/uploads/2015/01/conocer.jpg
- 34. This is a crude prototype 34 Partners Offer Key Customers What we ‘get’What it ‘costs’ Relationship ChannelResources Activities @berniemaloney
- 35. EXERCISE: BUSINESS MODEL CREATION • Form Teams • Product: Biodegradable Bag (ok for fertilizer) • 5 minutes: Create (at least 1) business model 35 How could you “unit test” the product? @berniemaloney
- 36. THERE ARE NO FACTS IN THE BUILDING …SO GET OUT AND TALK TO CUSTOMERS Steve Blank 36@berniemaloney
- 37. CUSTOMER DEVELOPMENT Customer Discovery Customer Validation Customer Creation Company Building pivot 37 Source: Steve Blank The Four Steps to the Epiphany @berniemaloney
- 39. ENLIGHTENED TRIAL & ERROR SUCCEEDS OVER THE PLANNING OF LONE GENIUS Peter Skillman 39@berniemaloney
- 40. APPLY THE SCIENTIFIC METHOD: RUN EXPERIMENTS test 40@berniemaloney
- 41. WITH VALIDATION, ITERATE (PIVOT) MODEL AND RUN FURTHER EXPERIMENTS valid 41@berniemaloney
- 42. PIVOTING: LEARNING CHEAPLY FROM FAILURE 42@berniemaloney
- 44. THE WAY TO SUCCEED IS TO DOUBLE YOUR FAILURE RATE Thomas Watson Founder of IBM 44@berniemaloney
- 45. HP MEDIASMART (RETAIL) TVS 45 American Brand CircuitCity Cost-plus Mat’l; Design; Supply Chain; Placements Asian TV Brand You know Partners Offer Key Customers RevenuesCosts Just enough to break even at intro, Not enough to sustain price drops CinemaNow Best Buy Relationship Channel Direct Direct B2C Indirect B2B2C Resources Activities Glass TV KnowHow Microsoft Internet Content Asian TV Brand New to USA Netflix Retail Electronics Leading Edge Internet TV Known Brand IPTV Visionary Adopters Manufacturing Set Devel’mnt Licensing Volume Retail future proofing @berniemaloney
- 46. HP COMMERCIAL TVS 46 American Brand HP Sales Cost-plus Mat’l; Design; Supply Chain; Asian TV Brand You know Partners Offer Key Customers RevenuesCosts Sustainable Margin CDW Relationship Channel Direct B2B Indirect B2B2B Resources Activities Glass TV KnowHow Asian TV Brand New to USA Commercial Suppiers Known Brand Manufacturing Set Devel’mnt Competive Price Direct HP Accounts @berniemaloney
- 47. VIZIO TVS (2006) 47 American Brand Costco Competitive Mat’l; Design; Supply Chain; Asian TV Brand You know Partners Offer Key Customers RevenuesCosts Sustainable Margin Sustainable Volume Relationship Channel Direct Direct B2C Indirect B2B2C Resources Activities Glass TV KnowHow Asian TV Brand New to USA Warehouse Clubs Value PricingManufacturing Set Devel’mnt Value Buyers @berniemaloney
- 48. LAYERING IN MARKET RESEARCH 48 Partners Offer Key Customers RevenuesCosts Relationship ChannelResources Activities Retail Electronics Leading Edge Internet TV IPTV Visionary Adopters Value BuyersCommercial Suppiers Value Pricing 1Ks 100s @1Ks 10s @1Ks 1M+ @berniemaloney
- 49. PIVOTS ARE BUSINESS MODEL CHANGES WITHOUT CRISIS Steve Blank 49@berniemaloney
- 50. Customer Discovery Customer Validation Customer Creation Company Building pivot 50 Test & Adapt the model until you can prove it works @berniemaloney
- 51. HOW TO PROVE IT WORKS? • MVP – Minimum Viable Product – Sale of a Product (it’s viable!) • PMF – Product Market Fit – Is it the right customer segment? – Is the segment sustainable? – Is the product / model sustainable? 51@berniemaloney
- 52. Build Measure Learn Release Measure Earn $ Noted by Jeff Patton (Aug ‘12 DFWScrum) 52@berniemaloney
- 54. EXERCISE: BUSINESS MODEL CREATION • Form Teams • Product: Biodegradable Bag (ok for fertilizer) • 5 minutes: Create (at least 1) business model 54 Want a model comparison? @berniemaloney
- 55. BASIC SANITATION 55 Image Source: http://www.whale.to/a/bangladesh.html @berniemaloney
- 56. ACCESS TO SANTIATION • 4 out of 10 people lack even simple latrines (2.6 billion people) • A solution? 56@berniemaloney http://greenupgrader.com/files/2009/04/peepoo6.jpg
- 57. PEEPOO BAG • Single use toilet bag • Self sanitizing • Low production cost • Biodegradable – turns into fertilizer • (initially) targeted at poor people • People already pay for sanitation 57@berniemaloney
- 58. WHO / WHERE ELSE COULD USE THIS? 58 Partners Offer Key Customers What you ‘get’What it ‘costs’ Relationship ChannelResources Activities @berniemaloney
- 59. MULTIPLE MODELS FOR 1 PRODUCT 59@berniemaloney
- 60. This is a crude prototype of a business 60 Partners Offer Key Customers What we ‘get’What it ‘costs’ Relationship ChannelResources Activities @berniemaloney
- 61. MULTIPLE MODELS FOR 1 PRODUCT 61@berniemaloney Want another Group Exercise?
- 62. EXERCISE: BUSINESS MODEL CREATION • Form Teams • Product: Coffee • 7 minutes: Create a business model AND 3 “systems” Tests of PMF 62 http://www.thecoffeebeanshop.com/images/CoffeeBeanCloseup6beansR.jpg @berniemaloney
- 63. BUSINESS MODEL CANVAS 63 Partners Offer Key Customers What you ‘get’What it ‘costs’ Relationship ChannelResources Activities Source: http://www.businessmodelgeneration.com/downloads/business_model_canvas_poster.pdf @berniemaloney
- 64. INSIGHTS: CREATE + TEST A BUSINESS MODEL @berniemaloney 64 http://www.garabatosydibujos.com/wp-content/uploads/2015/01/conocer.jpg
- 65. EXERCISE: BUSINESS MODEL CREATION • Form Teams • Product: Coffee • 5 minutes: Create (at least 1) business model 65 http://www.thecoffeebeanshop.com/images/CoffeeBeanCloseup6beansR.jpg @berniemaloney Want a model comparison?
- 70. BUSINESS VALUE CANVAS 70 Partners Offer Key Customers What you ‘get’What it ‘costs’ Relationship ChannelResources Activities @berniemaloney gains pains customer jobs gain creators pain relievers products & services
- 71. EXTENDING THE BUSINESS MODEL CANVAS 71@berniemaloney
- 73. BUSINESS TO BUSINESS TO CONSUMER B2B2C 73@berniemaloney
- 74. OR AN ENTIRE VALUE CHAIN 74@berniemaloney
- 75. OR MULTIPLE MODELS FOR 1 PRODUCT 75@berniemaloney
- 76. ARE PRODUCTS THIS EASY TO ITERATE? 76@berniemaloney
- 77. WHICH ONE(S) BEST FIT MARKET? 77@berniemaloney
- 78. Customer Discovery Customer Validation Customer Creation Company Building pivot 78 Each Experiment amounts to an (Agile) Iteration of the Business the Ecosystem @berniemaloney
- 79. IF YOU DON’T WORK UNDER TIME CONSTRAINTS, YOU COULD NEVER GET ANYTHING DONE. IT’S A MESSY PROCESS, IT COULD GO ON FOREVER. Dave Kelley 79@berniemaloney
- 80. FAIL OFTEN, IN ORDER TO SUCCEED SOONER IDEO 80@berniemaloney
- 82. @berniemaloney 82 Bernie Maloney, CSP PE, CSM, CSPO bit.ly/speedmygenius Agile Coach Accelerating Genius Turning Strategies into Results From Startup to Beyond $100M