12. What’s A Startup?
A startup is a temporary organization designed
to search for a repeatable and scalable
business model
13. How to Build A Startup
Idea
Business Model
Size Opportunity
Customer Development
14. How to Build A Startup
Idea
Business
Model(s)
Size of the
Opportunity
Customer
Discovery
Customer
Validation
15. How to Build A Startup
Idea
Size of the
Opportunity
Business
Model(s)
Customer
Discovery
Customer
Validation
Theory Practice
Business
Model(s)
Size of the
Opportunity
16. How to Build A Startup
Idea
Size of the
Opportunity
Business
Model(s)
Customer
Discovery
Customer
Validation
• Web startups get the product in
front of customers earlier
Business
Model(s)
Size of the
Opportunity
17. what is the most powerful about
using a shared language, such as
the Business Model Canvas?
18. What will happen if you don’t have
Business Model and you want to
discuss you business with your
team?
19.
20.
21.
22. A business model describes all
the parts of the company
necessary to make money
23. what are those parts? what
parts is a business model
composed of?
28. CUSTOMER SEGMENTS
images by JAM
The Customer Segments Building Block defines
the different groups of people or organizations an
enterprise aims to reach and serve
Customer groups represent separate segments if:
• Their needs require and justify a distinct offer
• They are reached through different Distribution Channels
• They require different types of relationships
• They have substantially different profitabilities
• They are willing to pay for different aspects of the offer
29. For whom are we creating value?
Who are our most important customers?
30. Different types of Customer Segments
Types of
Customer Segments
Mass Market Niche Market Segmented Diversified
Multi-sided platforms
(or multi-sided
market)
31. VALUE PROPOSITIONS
images by JAM
“The Value Propositions Building Block
describes the bundle of products and
services that create value for a specific
Customer Segment.”
• Some Value Propositions may be
innovative and represent a new
or disruptive offer.
• Others may be similar to
existing market offers, but with
added features and attributes.
32. 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 bundles of products and services are we offering
to each Customer Segment?
33. VALUE PROPOSITIONS
images by JAM
Customer Value Creation List
• Newness
• Performance
• Customization
• Getting the job done
• Design
• Brand/status
• Price
• Cost reduction
• Risk Reduction
• Accessibility
• Convenience/usability
Values
• Quantitative
• Qualitative
34. CHANNELS
images by JAM
“The Channels Building Block
describes how a company
communicates with and reaches its
Customer Segments to deliver a
Value Proposition.”
Channels serve several functions, including:
• Raising awareness among customers about a company’s
products and services
• Helping customers evaluate a company’s Value Proposition
• Allowing customers to purchase specific products and services
• Delivering a Value Proposition to customers
• Providing post-purchase customer support
35. 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?
37. CUSTOMER RELATIONSHIPS
images by JAM
“The Customer Relationships Building
Block describes the types of
relationships a company establishes
with specific Customer Segments.”
Customer relationships may be
driven by the following motivations:
• Customer acquisition
• Customer retention
• Boosting sales (upselling)
38. What type of relationship does each of our Customer
Segments expect us to establish and maintain with
them?
Which ones have we established?
How costly are they?
How are they integrated with the rest of our business
model?
39. CUSTOMER RELATIONSHIPS
images by JAM
Categories of Customer Segments
1. Personal Assistance
2. Dedicated Personal Assistance
3. Self Service
4. Automated Service
5. Communities
6. Co-creation
40. REVENUE STREAMS
images by JAM
“The Revenue Streams Building Block
represents the cash a company
generates from each Customer
Segment (costs must be subtracted
from revenues to create earnings)”
A business model can involve two
different types of Revenue Streams:
1. Transaction revenues
2. Recurring revenues
41. 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?
42. REVENUE STREAMS
images by JAM
Ways to generate Revenue Stream
1. Asset Sale
2. Usage fee
3. Subscription fees
4. Lending/Renting/Leasing
5. Licensing
6. Brokerage fees
7. Advertisemement
44. KEY RESOURCES
images by JAM
“The Key Resources Building Block
describes the most important assets
required to make a business model
work.”
These resources allow an enterprise to:
• Create
• Offer a Value Proposition
• Reach markets
• Maintain relationships with Customer Segments
• Earn revenues.
45. What Key Resources do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue Streams?
46. KEY RESOURCES
images by JAM
Key Resources are Categorised into:
1. Physical
2. Intellectual
3. Human
4. Financial
47. KEY ACTIVITIES
images by JAM
“The Key Activities Building Block describes
the most important things a company must
do to make its business model work “
These resources allow an enterprise to:
• Create
• Offer a Value Proposition
• Reach markets
• Maintain relationships with Customer Segments
• Earn revenues.
48. What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
49. KEY ACTIVITIES
images by JAM
Key Activities are Categorised into:
1. Production
2. Problem Solving
3. Platform/network
50. KEY PARTNERS
images by JAM
“The Key Partnerships Building Block describes
the network of suppliers and partners that
make the business model work.”
Four different types of partnerships:
1. Strategic alliances between non-competitors
2. Coopetition: strategic partnerships between competitors
3. Joint ventures to develop new businesses
4. Buyer-supplier relationships to assure reliable supplies
51. Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
52. KEY PARTNERS
images by JAM
Three motivation for creating Partnership
1. Optimization and economy of scale
2. Reduction of risk and uncertainty
3. Acquisition of particular resources and activities
53. COST STRUCTURE
images by JAM
“The Cost Structure describes all costs
incurred to operate a business model.”
54. What are the most important costs inherent in our
business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
55. COST STRUCTURE
images by JAM
Cost Structures can have the following characteristics:
Fixed Cost | Variable Cost | Economies of Scales |Economies of Scope
Business model Cost Structures:
1. Cost-driven
2. Value-driven
63. Idea: A renren app that facilities event meeting in China colleges
User size: 20 million college students in China
Serviceable Addressable Market: US$ 100 million
Customer Interviewed: 154
Online Surveyed: 48
66. Diabetics
Sweet Sensors
Yi Lu, Tian Lan
Neil Kane
Chris Sorensen
Business Model Canvas
Clinicians (in rural area)
Triage nurses
Pre-diabetics
Product supports
Patient
network/community
Retailers (Walgreen)
Online vendors (Amazon)
Direct sales
Disposable test kit (used repeatedly
on a regular basis)
At home
Convenient
Less exposure to
infectious diseases
in the hospital
Cheaper
More frequent
Better indicator of
health (diabetic
management)
Conferences
Product R&D
QC
Marketing
IP
Personnel
Glucose monitor
manufacturers
Kit manufacturers
Reagent suppliers
Reagents
Manufacture
Licensing
FDA certification?
67. Diabetics
Sweet Sensors
Yi Lu, Tian Lan
Neil Kane
Chris Sorensen
Action Plan
Clinicians (in rural area)
Triage nurses
Pre-diabetics
Product supports
Patient
network/community
Retailers (Walgreen)
Online vendors (Amazon)
Direct sales
Disposable test kit (used repeatedly
on a regular basis)
At home
Convenient
Less exposure to
infectious diseases
in the hospital
Cheaper
More frequent
Better indicator of
health (diabetic
management)
Conferences
Product R&D
QC
Marketing
IP
Personnel
Glucose monitor
manufacturers
Kit manufacturers
Reagent suppliers
Reagents
Manufacture
Licensing
FDA certification?
68. General
methodology for
adding fluorine to
lead compounds of
interest
The Business Model Canvas
Accessibility (RCY)
Purity
Speed
PET/SPECT
Multiplatform
Sensitivity (nca)
Specific compounds
IP
PoP data
Regulatory plan
Understanding of the
regulatory process
Contract cGMP precursor manufacture
Salary, Rents
Clinical trials
SOPs for precursors
and drugs
Recruit clinical sites
In vivo animal studies
Develop regulatory
plan for pre IND
meeting
ID cGMP CRO
Fund-raising
cGMP manufacturer
Radiopharmacies
Nuclear Medicine and
Radiology departments
Technical Assistance
(Image Atlas)
FDA regulatory support
Radiopharmacies
Equipment producers
Prescribing physicians
Radiologist who perform
studies
Sales of intermediates
Technology license
Product license (royalty)
Direct sales of precursor
R&D and clinical studies
presented in journals and
meetings
Drug developers
Pharmaceutical
development
companies
IP
PoP data
Radiologists
Technical assistance
69. General
methodology for
adding fluorine to
lead compounds of
interest
The Business Model Canvas
Accessibility (RCY)
Purity
Speed
PET/SPECT
Multiplatform
Sensitivity (nca)
Specific compounds
IP
PoP data
Regulatory plan
Understanding of the
regulatory process
Contract cGMP precursor manufacture
Salary, Rents
Clinical trials
SOPs for precursors
and drugs
Recruit clinical sites
In vivo animal studies
Develop regulatory
plan for pre IND
meeting
ID cGMP CRO
Fund-raising
cGMP manufacturer
Radiopharmacies
Nuclear Medicine and
Radiology departments
Technical Assistance
(Image Atlas)
FDA regulatory support
Radiopharmacies
Equipment producers
Prescribing physicians
Radiologist who perform
studies
Sales of intermediates
Technology license
Product license (royalty)
Drug developers
Pharmaceutical
development
companies
IP
PoP data
Radiologists
Technical assistance
Direct sales of precursor
R&D and clinical studies
presented in journals and
meetings
Sales of precursor
through global finished
pharmaceutical
distributor
