Beruflich Dokumente
Kultur Dokumente
BUSINESS DESIGNER
PRESENTED BY:
BENSON GARNER
LECTURE
1 2
LECTURE
3 4
Designed for: Designed by: Date: Version:
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5 6
7 8
The Business Model Toolbox Strategyzer.com
9 10
Products Customer
& Services Job(s)
11 12
time
machine....
13 14
[sources: Henry Chesbrough, photo: life.com] [sources: Henry Chesbrough, photo: xerox.com]
15 16
revenue growth of
41%
compounded for the next
20 years
17 18
19 20
they focused on product innovation
Lessons alone
Learned they empower the product through
the business model
21 22
23 24
decision
attitude:
it’s easy to
come up with
alternatives,
but difficult to
choose
between them
25 26
abc E D
PIR
Yesterdays
EX
dominant business models
and value propositions
existing choices
27 28
music RE D publishing
R E D
X P I X P I
E
industry E
industry
29 30
pharma
E X P I
industry
31
RE D
EX? PIR E D
What about
your industry?
32
deciding among
existing options is not
enough anymore
abcgko
existing choices designing alternatives
33 34
abcgko
making choices
35 36
?
how do (business) people
traditionally discuss
innovation and strategy?
37
(smart people sitting around a table)
38
39 40
41 42
43
?
do you know what this
phenomena is called?
44
the land of ...
blah
blah
blah 45 46
Version:
Date:
by:
Designed
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Designed
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47 48
49 50
Zoom out
The
Environment Map
helps you understand the context
in which you create.
The
Business Model Canvas
helps you
create value for your business.
The
Value Proposition Canvas
helps you
create value for your customer.
Zoom in
51 52
proactively adapt and
evolve the business
model and value Are you creating value for your business?
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
proposition ?
?
?
?
-Zoom +Zoom
profitably create, customer value
deliver, and capture proposition in your
value around this business model
? ? particular customer really creates value
value proposition. for your customer.
?
? ?
-Zoom +Zoom
are creating and capturing value for your business.
profitably create, customer value
deliver, and capture proposition in your
value around this business model
? ?
particular customer really creates value
? value proposition. for your customer.
Are you creating value for your customer?
? ? The Value Proposition Canvas makes explicit how
you are creating value for your customers.
Zoom out to the
bigger picture to
? ? Zoom in to the
detailed picture to
analyze if you can investigate if the
-Zoom +Zoom
profitably create, customer value
deliver, and capture proposition in your 169
value around this business model
particular customer really creates value * Working preview content for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos
value proposition. for your customer.
169
* Working preview content for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos
53 54
55 56
The Business Model Generation
methods and tools create a visual
language that gets us beyond the
land of blah blah blah
57
?
how much did the cost of home
coffee consumption change for
Swiss households over the last
couple of years?
58
+600% +800%
Nespresso
changed the business model
for espresso
59 60
still one of the fastest-
average growth of 30%
growing businesses in
p.a. since 2000
the Nestlé group
61 62
63
?
what is a business model?
64
def.
Business Model
(busi·ness-mo·del)
a business model
describes the rationale
for how an organization
creates, delivers, and
captures value
65 66
Business
Model
Key Resources Channels
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67 68
CUSTOMER SEGMENTS VALUE PROPOSITIONS
the different groups of people or organizations your organization describes the bundle of products and services that create
aims to help with getting a job done value for a specific customer segments
69 70
outlines the customer touch points through which an organization describes how an organization gets, keeps, and grows
interacts with each of its customer segments to communicate and each customer segment and what type of
deliver a value proposition relationships it entertains with each of them
71 72
REVENUE STREAMS KEY RESOURCES
represents the type of revenues an organization generates from each describes the most important assets required to make a
customer segment for a specific value proposition business model work
73 74
describes the most important things a company must perform outlines the network of suppliers and partners that make
to make its business model work the business model work
75 76
key activities value proposition customer relationships
COST STRUCTURE
key partners customer segments
key resources
describes all costs incurred to
operate a business model channels
77 78
key resources
channels
79 80
CANVAS OVERLAY CANVAS OVERLAY
KEY KEY OFFER CUSTOMER CUSTOMER KEY KEY OFFER CUSTOMER CUSTOMER
PARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS PARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS
81 82
building
block building building
block block
building
block
example:
Key Resources Channels
building
block
building
Nespresso
block
building
block
building
block building
building
block block
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BusinessModelGeneration.com/canvas
83 84
Nespresso Nespresso
Key Partners Key Activities Value Customer Customer Key Partners Key Activities Value Customer Customer
Proposition Relationships Segments Proposition Relationships Segments
club
Nespresso
retail retail
Key Resources Channels Key Resources Channels
so pods
Nespres Nespresso
business distribution channels
.com
85 86
Nespresso Nespresso
Key Partners Key Activities Value Customer Customer Key Partners Key Activities Value Customer Customer
Proposition Relationships Segments Proposition Relationships Segments
why different
channels? switching costs
club club
Nespresso Nespresso
broad
acquire and lock-in
Nespresso machines
distribution
facturer households facturer households
machine manu Nespresso machines machine manu Nespresso machines
patents
retail brand retail
Key Resources Channels Key Resources Channels
so pods so pods
Nespres Nespresso Nespres Nespresso
distribution channels distribution channels
.com .com
87 88
Nespresso Nespresso
Key Partners Key Activities Value Customer Customer Key Partners Key Activities Value Customer Customer
Proposition Relationships Segments Proposition Relationships Segments
switching costs
club club
Nespresso Nespresso
patents patents
brand retail brand retail
Key Resources Channels Key Resources Channels
coffee growers
so pods so pods
Nespres Nespresso Nespres Nespresso
distribution channels distribution channels
.com .com
recurring
revenues
direct sales = higher
Cost Revenue margins Cost Revenue
Structure Streams Structure Streams
1 x machine 1 x machine
sales sales
production
repetitiv repetitiv
e pod sal e pod sal
es es
89 90
Nespresso Nespresso
Key Partners Key Activities Value Customer Customer Key Partners Key Activities Value Customer Customer
Proposition Relationships Segments Proposition Relationships Segments
B2C distribution B2C distribution
marketin g marketin g
brand Nespresso
club brand Nespresso
club
d patents d patents
bran brand retail bran brand retail
brand
Key Resources Channels brand
Key Resources Channels
91 92
Each business model
building block reinforces
the others
93
!
Before their success, they had
the wrong business model and
almost went bankrupt!
94
Nespresso
machine
turer offices
the right business model can
be the difference between
manufac
Nespresso system
Key Resources Channels
Cost Revenue
Structure Streams
95 96
97 98
99 100
def.
can expect from a
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Outcome
71
services
101 102
CUSTOMER JOBS
value map customer profile
CONCEPT
Job context
Customer jobs often depend on the specific
context in which they are performed. The context
may impose certain constraints or limitations. For
example, calling somebody on the fly is different
when you are traveling on the train or when you
are driving a car. Or, going to the movies with your
kids is different than going with your partner.
Outcome
Fit
Job importance
If a Pain reliever or Gain creator doesn't Fit
anything, it may not be creating customer
It is important to acknowledge that
not all jobs have the same impor-
+
important
value. Don't worry if not all pains/gains are tance to your customer. Some are
checked – you can't satisfy them all. Ask important in a customer’s work or
yourself, how well does your Value Proposi-
life because, for example, fail-
Create Observe
tion really fit your Customer?
-
ing to get them done could have insignificant
significant ramifications. Some are
insignificant because the customer cares about
The set of value proposition benefits that you design to attract customers. The set of customer characteristics that you assume, observe, and verify in the market.
other things more. Sometimes a customer might
find a job important because it occurs frequently
or because its bad or desired outcome can be
felt or experienced immediately. Customers
often, but not always perceive jobs as important
when the failure to get them done has significant
consequences.
30 31
71
what customers are trying to get done in their work and in their lives;
tasks to perform, problems to solve, needs to satisfy * The “jobs-to-be-done” concept was invented, refined, and popu-
larized by two consulting companies, Innosight and Strategyn.
37
103 104
CUSTOMER PAINS CUSTOMER GAINS
The following list of trigger questions The following list of trigger questions
can help you think of different potential can help you think of different potential
customer pains: customer gains:
ǃɲ What does your customer find too costly? E.g. ǃɲ Which savings would make your customers
does it take them a lot of time, cost them too happy? E.g. which savings in terms of time,
much money, or require substantial efforts? money and effort would they value?
ǃɲ What makes your customer feel bad? E.g. what ǃɲ What quality levels do they expect and what
are their frustrations, annoyances, or the things would they wish for more or less of?
that give them a headache? ǃɲ How do current solutions delight your custom-
ǃɲ How are current solutions underperforming for ers? E.g. Which specific features do they enjoy,
your customer? E.g. which features are they what performance and quality do they expect?
missing, are there performance issues that ǃɲ What would make your customers’ jobs or life
annoy them, or malfunctions they mention? easier? E.g. Could there be a flatter learning
ǃɲ What are the main difficulties and challenges curve, more services, or lower costs of owner-
your customers encounter? E.g. do they under- ship?
stand how things work, do they have difficulties ǃɲ What positive social consequences do your
getting certain things done, or do they resist customers desire? E.g. what makes them look
certain jobs for specific reasons? good, increase their power or their status?
ǃɲ What negative social consequences do your ǃɲ What are customers looking for most? Are they
customers encounter or fear? E.g. Are they searching for good design, guarantees, specific
afraid of a loss of face, power, trust, or status. or more features?
ǃɲ What risks do your customers fear? E.g. Are ǃɲ What do customers dream about? E.g. What do
they afraid of financial, social, or technical risks, they aspire to achieve or what would be a big
or are they asking themselves what could go relief to them?
awfully wrong? ǃɲ How do your customers measure success and
ǃɲ What’s keeping your customers awake at night? failure? E.g. How do they measure performance
E.g. What are their big issues, concerns, and or cost?
worries? ǃɲ What would increase your customers’ likelihood
ǃɲ What common mistakes do your customers of adopting a solution? E.g. do they desire
make? E.g. Are they using a solution the wrong lower cost, less investment, lower risk, or better
way? quality?
ǃɲ What barriers are keeping your customers
from adopting a solution? E.g. Are there upfront Link to these trigger questions online:
investment costs, a steep learning curve, or are xxx
describe bad outcomes, risks, and obstacles related to customer jobs their other obstacles preventing adoption? describe the more or less expected benefits the customers are seeking
Link to these trigger questions online: 39 41
105 106
107 108
PRODUCTS & SERVICES PAIN RELIEVERS
CONCEPT CUSTOMER
109 110
?
GAIN CREATORS
CONCEPT VALUE PROPOSITION
Why do
businesses fail?
111 112
Customers expect and desire a lot from products
and services. Yet, they also know they can’t have
it all. Focus on those gains that matter most to
customers and make a difference.
CONCEPT 1.3
Are you
addressing
essential
customer
gains?
Fit
You achieve fit when customers get Your customers are the judge,
excited about your value proposition jury and executioner of your
which happens when you address value proposition. They will be
important jobs, alleviate extreme
pains, and create essential gains
that customers care about. As we will
Fit merciless if you don’t find fit!
http://media.100firsthits.com/2013/11/Startup-Mistakes-Infographics.png
hard to find and maintain. Striving for
fit is the essence of value proposition
design.
Are you
addressing
extreme
customer
pains?
2014
can reasonably address all of them. Focus on
those “headaches” that matter most and are
insufficiently addressed.
66 67
113 114
3
Three kinds of fit Business Model Fit
Multiple Fits
rching for Fit
Customer Customers
2
Product-Market Fit
Stay Rent
Costs
1
Problem-Solution Fit
115 116
Design, Test, Repeat
CONCEPT 1.3
The Value Proposition Canvas
design
The Business Model Canvas
Key Partners Key Activities
Designed for:
The Business Model Canvas
Value Propositions
Key Partners
Designed by:
Key Activities
Customer Relationships
Date: Designed for:Version:
Value Propositions
Customer Segments Key Partners
The Business Model Canvas
Designed by:
Key Activities
Customer Relationships
Date: Designed for:
Version:
Value Propositions
Customer Segments
Designed by:
Customer Relationships
Date:
Customer Segments
Key Partners
Version:
The Business Model Canvas
Key Activities
Designed for:
Value Propositions
Designed by:
Customer Relationships
Date:
Customer Segments
Version:
The Business Model Canvas
Key Partners Key Activities
Designed for:
Value Propositions
Designed by:
Gain Creators
Customer Relationships
Date:
Customer Segments
Version:
The Business Model Canvas
Key Partners Key Activities
Designed for:
Value Propositions
Designed by:
Customer Relationships
Date:
Customer Segments
Version:
Gains
10m
Key Resources Channels Key Resources Channels Key Resources Channels Key Resources Channels Key Resources Channels Key Resources Channels
The Value Proposition Canvas The Value Proposition Canvas The Value Proposition Canvas The Value Proposition Canvas The Value Proposition Canvas The Value Proposition Canvas
Gain Creators Gains Gain Creators Gains Gain Creators Gains Gain Creators Gains Gain Creators Gains Gain Creators Gains
or 1b+
Products Products Customer Products Customer Customer Products Customer Products Customer Products Customer
& Services & Services Job(s) & Services Job(s) Job(s) & Services Job(s) & Services Job(s) & Services Job(s)
designed by: Business Model Foundry GmbH, Switzerland designed by: Business Model Foundry GmbH, Switzerland designed by: Business Model Foundry GmbH, Switzerland designed by: Business Model Foundry GmbH, Switzerland designed by: Business Model Foundry GmbH, Switzerland designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com www.businessmodelgeneration.com www.businessmodelgeneration.com www.businessmodelgeneration.com www.businessmodelgeneration.com www.businessmodelgeneration.com
Products Customer
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Pain Relievers Pains Pain Relievers Pains Pain Relievers Pains Pain Relievers Pains Pain Relievers Pains Pain Relievers Pains
search execution
Pain Relievers Pains
test
design testing
strategyzer.com
[Source: design squiggle adapted from Damien Newman, Central]
84 85
117 118
design
CONCEPT 1.3
design
Gain Creators Gains
ION TO G
RVAT IN
OBSE Products TEST Customer
ENT
& Services SSM Job(s)
ASSE
7Q
UES
M
FROING
TIO
TEST
NS
TS G
POIN PIN
TING TOTY Pain Relievers Pains
STAR PRO
L
DE
test
MO
ESS
SIN
BU
ED
FAIL
strategyzer.com
84 85
119 120
Are you creating value for your business?
The Business Model Canvas makes explicit how you
test
are creating and capturing value for your business.
? ?
?
a business model or ? ?
? ?
value proposition
Zoom out to the Zoom in to the
bigger picture to detailed picture to
S
ES
analyze if you can investigate if the
CC
-Zoom +Zoom
SU
profitably create, customer value
HYP
OTH
ESIS
on paper...
169
* Working preview content for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos
121 122
customer development
ES
HYPOTHESIS ? HYPOTH ? HYPOTHESI
n
?
HYPOTHESIS ? ? HYPOTHESIS
HYPOTHESIS
? ESIS H?YPOTHESI
re
Zoom out to the HYPOTH Zoom in to the
bigger picture to detailed spicture to
with customers
just a set of
analyze if you can investigate if the
ou
-Zoom +Zoom
profitably create, customer value
deliver, and capture proposition in your
value around this business model
hypotheses PIVOT
particular customer really creates value
value proposition. for your customer.
S
HYPOTHE HYPOTHE
S
customer customer customer company
discovery validation creation building
HYPOTHESIS
HYPOTHESI SEARCH EXECUTION
[Source: based on Startup Owner’s Manual (2013) Blank & Dorf]
Are you creating value for your customer?
The Value Proposition Canvas makes explicit how
you are creating value for your customers.
169
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123 124
Testing the circle Testing the square
Provide evidence Provide evidence
showing “what” showing that your
customers care about customers care about
(the circle) before how your products
focusing on “how” to and services kill pains
help them (the square) and create gains
125 126
Testing Overview
create, deliver,
and capture value
-
Cost Structure Revenue Streams
is likely to work 15
Extract Hypotheses Prioritize Hypotheses Design Test
127 128
The Value Proposition Canvas
What needs to be
Value Proposition
true for this
Customer Segment
feature to work
+ and create value?
!
How Does it
Gain Creators Gains
Create Gains
Learning Card
Products Customer
& Services ature
Pu t Fe Job(s)
Here
-
Prioritize Tests Run Tests Capture Learnings Make Progress
How Does it
Pain Relievers
Kill Pains
Pains
221
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129 130
customer segment X
wants to save 5% on Y
talk to 20 potential customers
and give them a trackable link
with more information
how many of the
interviewees clicked on
the follow-up link
50% clicked the
link
131 132
The 1 (6) 2
The 1 (6) 2
Testing Testing
(re)Shape your Extract (re)Shape your Extract
ideas your ideas your
Hypotheses Hypotheses
Process INVALIDATED
5C
iterate or pivot
5A
UNCERTAIN
test more
Build
Process INVALIDATED
5C
iterate or pivot
5A
UNCERTAIN
test more
Build
5 4 3 5 4 3
Capture Enter Design Capture Enter Design
Learnings the Learning Your Learnings the Learning Your
and Next Loop Tests and Next Loop Tests
Actions Actions
5B
VALIDATED
Learn Measure progress towards Learn Measure
next element
6
Measure
Progress
Customer Customer Customer Company
Discovery Validation Creation Building
133 134
3
back to the drawing
board: iterate or pivot
Business Model
Person Responsible Person Responsible
Assigned to Duration Assigned to Duration Assigned to Duration Assigned to Duration Assigned to Duration
step 1: hypothesis step 1: hypothesis
Card
We believed that
Card
We believed that We believe that We believe that We believe that We believe that We believe that
4
step 3: learnings and insights step 3: learnings and insights And measure And measure And measure And measure And measure
We are right if We are right if We are right if We are right if We are right if
step 4: decisions and actions step 4: decisions and actions
Therefore we will Therefore we will
Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer
Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer
Assigned to
Deadline
Duration
Test Card
Test Name
Assigned to
Deadline
Duration
Test Card
Test Name
Assigned to
Deadline
Duration
Test Card
Test Name
Assigned to
Deadline
Duration
Person Responsible Person Responsible Person Responsible Critical: Critical: Critical: Critical:
We believed that We believed that We believed that To verify that, we will To verify that, we will To verify that, we will To verify that, we will
& Actions
step 2: observation step 2: observation step 2: observation
We observed We observed We observed And measure And measure And measure And measure
Prototyped Willingness to
step 4: decisions and actions step 4: decisions and actions step 4: decisions and actions
Therefore we will Therefore we will Therefore we will
Critical: Critical:
Interest Validated
Insight Name Date of Learning Insight Name Date of Learning
To verify that, we will To verify that, we will
Learning
Person Responsible Learning
Person Responsible Test Cost: Data Reliability: Test Cost: Data Reliability:
validated
step 1: hypothesis step 1: hypothesis
Card
We believed that
Card
We believed that
And measure And measure
Validated
Time Required: Time Required:
Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer
Test Card
step 4: decisions and actions
Therefore we will
step 4: decisions and actions
Therefore we will Test Card
Test Name
Assigned to
Deadline
Duration
We believe that
Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer Critical:
And measure
Time Required:
We are right if
move on in your quest to Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer
1 2 3 Customer
Discovery
4 5 6 7 Customer
Validation
8 Customer
Creation
9
Company
Building 269
5
Measure Progress
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To get beyond the “decision
Lessons attitude” we must design
multiple business model and
Learned value proposition
alternatives
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A better understanding of
a better business model the customer profile leads to
almost always outcompetes better value propositions
a better technology
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we can use design
techniques to come up with
better alternatives
Further
Resources
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Feel free to
reach out
with any
questions
Design business models
digitally at www.strategyzer.com
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@BENSON GARNER
BENSON@BENSONGARNER.COM
LECTURE
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