This document summarizes a CEO day event hosted by Vujàdé focusing on business modeling. It describes three workshop tracks on the Business Model Canvas: basics, advanced concepts, and customer focus. The basics track demonstrates how to map a company's business model using Nespresso as a case study. The advanced track explores business model principles and mechanics. The customer focus track connects the Business Model Canvas to the Value Proposition Canvas and uses them to deeply understand customers.
2. VUJÀDÉ
Vujàdé is looking for new solutions.
Critically questioning existing structures and behavior.
Looking at something from a different or an unusual point of view.
In other words, Vujàdé stands for innovation.
4. TEAM
JASPER BOUWSMA
STRATEGY
INNOVATION
INCUBATION
BMGEN
JOHN FORSLUND
APPS SERVICES
GO-TO-MARKET
MOBILE
USER EXPERIENCE
OLIVER GYR
MOBILE
CROSS-PLATFORM
SERVICES
MARKETING
JUDITH WIMMER
WEB
TECHNOLOGY
CUSTOMER
EXPERIENCE
PROCESS DESIGN
ERIC KUENZI
LEGAL
STARTUP
SERIAL
ENTREPRENEUR
13. #1 BMGEN BASICS
WITH JOHN
Business Model Generation
• Tool: Business Model Canvas
• Case: Nespresso
• Discussion
2010
14. #1 BMGEN BASICS
KEY LEARNINGS
• A Business Model can be described with 9 building blocks
• Tell the story of your business model:
elements need to be connected (no orphans)
• Business Model ≠ Revenue Model
• Don’t make it an academic exercise, it’s about the discussion
which element to place where
15. #2 BMGEN ADVANCED
WITH JASPER
• Principles Example Cases
• 7 Business Model Questions
• QA
1. Cost structure
2. Reve nue s
3. Earning spending
4. Switching costs
5. Activities
6. Scalability
7. Pr ot ect i on
16. #2 BMGEN ADVANCED
KEY LEARNINGS
• The BMC is not an academic exercise
• Overview of business model mechanics
• You can use the business model mechanics
• as design constraints to develop new business model
prototypes
• as 7BM-questions to assess your business model
• as trigger questions to iterate your business model
17. #3 CUSTOMER FOCUS
WITH JUDITH
• Business Model Canvas
Value Proposition Canvas
• Customer Profile: Jobs, Gains, Pains
• Value Map: Products Services,
Gain Creators, Pain Relievers
• Case: Hilti
OCT 2014
18. #3 CUSTOMER FOCUS
KEY LEARNINGS
• Connection between the BMC and the VPC
• Various value propositions for same customer profile possible
• You can use the Value Proposition Canvas
• to explore your customer
• to identify high value jobs of your customer
• test the fit of your existing value proposition
• to develop new value propositions
41. #1 BMGEN BASICS
AGENDA
The Business Model Canvas
Exercise: Case Study Nespresso
Wrap up
42.
43. EXERCISE
Describe the Business Model
of Nespresso using the Business Model Canvas
Groups of 2 or 3
• Discuss with your partner
• Place the stickers on the
Business Model Canvas
• 5’
46. KEY
PARTNERS
KEY
ACTIVITIES
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIP
CUSTOMER
SEGMENTS
KEY
RESOURCES
Loyalty +
lock-in
Coffee sold through
own channels
CHANNELS
Cheap
enough
high-quality
machines
Pods
COST STRUCTURE REVENUE STREAMS
Sell coffee
with much
higher margin
Cut of the
machine
revenue
Machines
sold
through
retail
Nestle does
not make
these
in CH
High Quality
growers
Protection
Premium
Segment
Protection
52. #1 BMGEN BASICS
AGENDA
The Business Model Canvas
Exercise: Case Study Nespresso
Wrap up
53. #1 BMGEN BASICS
KEY LEARNINGS
• A Business Model can be described with 9 building blocks
• Tell the story of your business model:
elements need to be connected (no orphans)
• Business Model ≠ Revenue Model
• Don’t make it an academic exercise, it’s about the discussion
which element to place where
55. #2 BMGEN ADVANCED
WITH JASPER
• Principles Example Cases
• 7 Business Model Questions
• QA
1. Cost structure
2. Reve nue s
3. Earning spending
4. Switching costs
5. Activities
6. Scalability
7. Pr ot ect i on
69. DELL’S EARNING BEFORE SPENDING
KEY
PARTNERS
KEY
ACTIVITIES
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIP
CUSTOMER
SEGMENTS
Assembling
after selling
KEY
RESOURCES
CHANNELS
COST STRUCTURE REVENUE STREAMS
70.
71. NESPRESSO’S SWITCHING COSTS
KEY
PARTNERS
KEY
ACTIVITIES
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIP
CUSTOMER
SEGMENTS
KEY
RESOURCES
Club
CHANNELS
Inexpensive
base product
COST STRUCTURE REVENUE STREAMS
72.
73. FACEBOOKS’S LEVERAGING THE WORK OF OTHERS
KEY
PARTNERS
KEY
ACTIVITIES
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIP
CUSTOMER
SEGMENTS
KEY
RESOURCES
CHANNELS
COST STRUCTURE REVENUE STREAMS
0.–
Revenue
Stream B
Va l u e
Proposition A
Va l u e
Proposition B
Customer A
Customer B
Connecting
Platform Connecting
Platform
74.
75. TUPPERWARE’S LEVERAGING THE WORK OF OTHERS
KEY
PARTNERS
KEY
ACTIVITIES
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIP
CUSTOMER
SEGMENTS
KEY
RESOURCES
CHANNELS
Free Sales Force
COST STRUCTURE REVENUE STREAMS
Free Sales Force
(Company or
Individuals)
76.
77. IKEA’S LEVERAGING THE WORK OF OTHERS
KEY
PARTNERS
KEY
ACTIVITIES
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIP
CUSTOMER
SEGMENTS
KEY
RESOURCES
CHANNELS
Space
optimised
inventory
Self-assembling
furniture
Self service
shops
COST STRUCTURE REVENUE STREAMS
78.
79. AIRBNB’S SCALABILTY ADVANTAGE
KEY
PARTNERS
KEY
ACTIVITIES
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIP
CUSTOMER
SEGMENTS
KEY
RESOURCES
CHANNELS
Plattform
Locations
to rent
Connecting
Platform
COST STRUCTURE REVENUE STREAMS
0.- on
locations
Connecting
Platform
Locations
to let
Plattform
83. IPHONE’S PLATFORM ADVANTAGE
KEY
PARTNERS
KEY
ACTIVITIES
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIP
CUSTOMER
SEGMENTS
KEY
RESOURCES
CHANNELS
COST STRUCTURE REVENUE STREAMS
Revenue
Stream A Revenue
Stream B
Va l u e
Proposition A
Va lue
Proposition B
Customer A
Customer B
Connecting
Platform Connecting
Platform
84. ASSESS YOUR BUSINESS MODEL
7 BUSINESS MODEL QUESTIONS
1. Is your business model based on a game changing cost structure?
2. Does your business model produce recurring revenues?
3. Do you earn before you spend?
4. How much do switching costs prevent your customers from churning?
5. How much do you get others to do the work?
6. How scalable is your business model?
7. Does your business model provide built-in protection
www.strategyzer.com
from competition?
85. #2 BMEN ADVANCED
KEY LEARNINGS
• The BMC is not an academic exercise
• Overview of business model mechanics
• You can use the business model mechanics
• as design constraints to develop new business model
prototypes
• as 7BM-questions to assess your business model
• as trigger questions to iterate your business model
87. #3 CUSTOMER FOCUS
WITH JUDITH
• Business Model Canvas
Value Proposition Canvas
• Customer Profile: Jobs, Gains, Pains
• Value Map: Products Services,
Gain Creators, Pain Relievers
• Case: Hilti
OCT 2014
88. A Value Proposition
describes the benefits customers
can expect from your
product services
89. BUSINESS MODEL CANVAS
How do you
create value for
your business?
VALUE PROPOSITION CANVAS
How do you
create value for
your customer?
zoom out zoom in
90.
91.
92.
93. CUSTOMER PROFILE
CUSTOMER
JOBS
Work
enjoyment
GAINS
PAINS
100 percent
uptime
Time lost in
maintenance
Get
construction
done
Safe
employees
Delays
Upfront
investment
Right tool
for right
task
Theft
Broken tools
94. VALUE MAP
PRODUCTS
SERVICES
PAIN
CREATORS
PAIN
RELIEVERS
Safety
triggers
against
mishandling
Ergonomic,
holds in
hand
Long life
makes overall
cost cheaper
over time
Robustness
means less
maintenance
Quality
tools
95.
96. CUSTOMER PROFILE
CUSTOMER
JOBS
Work
enjoyment
GAINS
PAINS
100 percent
uptime
Time lost in
maintenance
Get
construction
done
Profitability
under
control
Safe
employees
Delays
Upfront
investment
Right tool
for right
task
Theft
Broken tools
Meeting
planning
schedule
Financial
penalties
97. VALUE MAP
Subscription
based fleet
management
PRODUCTS
SERVICES
PAIN
CREATORS
PAIN
RELIEVERS
Safety
triggers
against
mishandling
Ergonomic,
holds in
hand
Long life
makes overall
cost cheaper
over time
Robustness
means less
maintenance
Quality
tools
Latest
technology
Immediate
tool
replacement
No cost for
repair and
replacement
Predictable
costs
98. VALUE PROPOSITION CANVAS
Work
enjoyment
100 percent
uptime
Time lost in
maintenance
Get
construction
done
Safe
employees
Delays
Upfront
investment
Right tool
for right
task
Theft
Broken tools
Meeting
planning
schedule
Financial
penalties
Safety
triggers
against
mishandling
Ergonomic,
holds in
hand
Long life
makes overall
cost cheaper
over time
Robustness
means less
maintenance
Subscription
based fleet
management
Quality
tools
Latest
technology
Immediate
tool
replacement
No cost for
repair and
replacement
Predictable
costs
99.
100. KEY
PARTNERS
KEY
ACTIVITIES
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIP
CUSTOMER
SEGMENTS
KEY
RESOURCES
CHANNELS
COST STRUCTURE REVENUE STREAMS
Construction
Companies
B2B
Partner
Stores
Sales of
To o l s
RD
Manufact-uring
Customer
Service
Production
Quality
Power Tools
Red Box
Quality
Brand
Production
facilities
101. KEY
PARTNERS
KEY
ACTIVITIES
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIP
CUSTOMER
SEGMENTS
KEY
RESOURCES
Red Box
Quality
CHANNELS
COST STRUCTURE REVENUE STREAMS
Construction
Companies
B2B
Partner
Stores
Sales of
To o l s
Brand
Production
facilities
RD
Manufact-uring
Customer
Service
Production
Quality
Power Tools
www.
hilti.com
CEOs
Recurring
Lease Fees
Fleet Force Lease
Contract Direct
Sales
Contract
Mgt
Inventory IT Systems
Repair
Maintenance
service
Fleet Mgt
Service
HIGH MARGINS
102. #3 CUSTOMER FOCUS
KEY LEARNINGS
• Connection between the BMC and the VPC
• Various value propositions for same customer profile possible
• You can use the Value Proposition Canvas
• to explore your customer
• to identify high value jobs of your customer
• test the fit of your existing value proposition
• to develop new value propositions
103. THANK YOU
LET’S STAY IN TOUCH
Vujàdé Ltd. – Consulting I Training I Co-Creation
Elfenaustrasse 3 I CH-2502 Biel/Bienne I Switzerland
+41 32 32 32 300 I contact@vujade.com I www.vujade.com
for personal mail: name.surname@vujade.com