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Make It! (3/6)
- 1. Make It! (3/6) En föreläsning om Business Model Innovation, makerkulturen och framtiden, 2015
- 2. Här finns nystartade kunskapsföretag, näringslivsfrämjare och företagsrådgivare samlade. Strykbrädan.
- 3. Make It! Tillfälle tre.
- 4. Micael Wahlberg CV: linkedin.com/in/micael Por>olio: micael.se Mood Boards: pinterest.com/micaelwahlberg Mood Blog: wahlberg.tumblr.com e-‐Commerce: designer.se Behance; behance.net/micael
- 6. Fokus/Konkurrensfördelar • Ekonomiskt hållbara • Ekologiskt hållbara • EKskt hållbara
- 7. Business paLern, Long Tail
- 9. SpoKfy
- 10. Soundcloud
- 11. Eventbride
- 12. Elance
- 13. mynewsdesk
- 14. Slideshare
- 16. Se posiKvt på problem!
- 18. Fokus på problem, posiKvt! • Vad är det som hindrar oss aL ta nästa steg? • Företag byggs av alla problem. • Problem och motgångar bygger en affärsmodell. • KonstrukKvt eller destrukKvt?
- 20. 10 min • Vad är eL problem? • Hur går det aL lösa? • Hur använder folk språket posiKvt och negaKvt? • Har ni varit med om situaKoner där språket har används på konstrukKvt eller destrukKvt säL?
- 22. Vilja, orka och kunna
- 23. ProjekLriangel
- 24. Tes
- 25. Media
- 26. Försäljning igår • Cold Calls 1000 st • MeaKng 100 st • QuotaKon 10 st • Order 1 st
- 27. Försäljning idag
- 28. Fika
- 39. CookieSwirlC, FB
- 45. Wisslaren
- 46. Wisslaren
- 54. Strategyzer
- 60. Strategyzer, app
- 63. Strategyzer, FB
- 65. Strategyzer, film
- 66. Visa film BMC Disney
- 67. Nyckelresurser: -‐ Fysiska -‐ Mänskliga -‐ Immateriella -‐ Finansiella -‐ Skills
- 68. NyckelakKviteter: -‐ ProdukKon -‐ Problemlösning -‐ Pla>orm/Nätverk -‐ LogisKskt -‐ Nätverkande
- 69. Nyckelpartners: 1. Partner med icke konkurrenter 2. Partnerskap med konkurrenter 3. Joint Ventures för aL skapa nyL affärsområde 4. Partnerskap med vikKga leverantörer 5. Icke strategiska partnerskap
- 70. Value ProposiKons: -‐ Nyhet -‐ BäLre prestanda -‐ CustomizaKon -‐ ”Gefng the job done” -‐ Design -‐ Brand/Status -‐ Pris -‐ KostnadsredukKon -‐ RiskredukKon -‐ Tillgänglighet -‐ Tillgänglighet/enkelhet
- 71. Channels: -‐ Säljstyrka -‐ E-‐handel -‐ Egen affär -‐ Via andras buKk
- 72. Customer RelaKonships: -‐ Personligt -‐ Dedikerat och personligt -‐ Själv service -‐ AutomaKserad service -‐ Communitys -‐ Samarbeten
- 73. Kundsegment: -‐ Massmarknad -‐ Nichemarknad -‐ Segmenterad -‐ Diversifierad -‐ MulK marknad
- 74. Intäcktsströmmar: -‐ Sälja en vara -‐ Avgii på användande -‐ PrenumeraKon -‐ Låna/hyra/leasa -‐ Licensiering -‐ Annonsering -‐ Freemium -‐ Charity
- 75. Kostnadsstruktur: -‐ Kostnadsdriven -‐ Värdedriven -‐ Fast kostnad -‐ Varierande kostnad -‐ Stordriisfördelar -‐ Economies of scope
- 76. The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry AG The makers of Business Model Generation and Strategyzer This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? is your business more Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) sample characteristics Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope 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? channel phases 1. Awareness How do we raise awareness about our company’s products and services? 2. Evaluation How do we help customers evaluate our organization’s Value Proposition? 3. Purchase How do we allow customers to purchase specific products and services? 4. Delivery How do we deliver a Value Proposition to customers? 5. After sales How do we provide post-purchase customer support? 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? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? examples Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? catergories Production Problem Solving Platform/Network What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? types of resources Physical Intellectual (brand patents, copyrights, data) Human Financial Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? motivations for partnerships Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? characteristics Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability types Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising fixed pricing List Price Product feature dependent Customer segment dependent Volume dependent dynamic pricing Negotiation (bargaining) Yield Management Real-time-Market strategyzer.com Resursdrivet: -‐ Resurser styr -‐ Infrastruktur -‐ Tryckpress, gruva -‐ Nätverk -‐ Kunskap -‐ Personligt, dansare, band m fl
- 77. The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry AG The makers of Business Model Generation and Strategyzer This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? is your business more Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) sample characteristics Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope 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? channel phases 1. Awareness How do we raise awareness about our company’s products and services? 2. Evaluation How do we help customers evaluate our organization’s Value Proposition? 3. Purchase How do we allow customers to purchase specific products and services? 4. Delivery How do we deliver a Value Proposition to customers? 5. After sales How do we provide post-purchase customer support? 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? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? examples Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? catergories Production Problem Solving Platform/Network What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? types of resources Physical Intellectual (brand patents, copyrights, data) Human Financial Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? motivations for partnerships Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? characteristics Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability types Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising fixed pricing List Price Product feature dependent Customer segment dependent Volume dependent dynamic pricing Negotiation (bargaining) Yield Management Real-time-Market strategyzer.com Kunddrivet: -‐ Kunden och marknaden styr -‐ Ekologisk mat -‐ Upplevelser -‐ Avkoppling -‐ Förstärka egen person -‐ Dricka och mat på mack
- 78. The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry AG The makers of Business Model Generation and Strategyzer This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? is your business more Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) sample characteristics Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope 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? channel phases 1. Awareness How do we raise awareness about our company’s products and services? 2. Evaluation How do we help customers evaluate our organization’s Value Proposition? 3. Purchase How do we allow customers to purchase specific products and services? 4. Delivery How do we deliver a Value Proposition to customers? 5. After sales How do we provide post-purchase customer support? 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? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? examples Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? catergories Production Problem Solving Platform/Network What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? types of resources Physical Intellectual (brand patents, copyrights, data) Human Financial Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? motivations for partnerships Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? characteristics Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability types Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising fixed pricing List Price Product feature dependent Customer segment dependent Volume dependent dynamic pricing Negotiation (bargaining) Yield Management Real-time-Market strategyzer.com Finansdrivet: -‐ Hyra och leasing -‐ RUT och ROT -‐ Tilläggsförsäkringar
- 80. Modulering ?