Business ModelDesign

christopher.kulins

11:00 – 12:00

Step 3: Document your plan A ...…with your tool of choice

Business Model Canvas

Vs.

Lean Canvas

#Business Model Canvas

#Business Model Canvas

Arten von Kundensegmenten:- Massenmarkt- Nischenmarkt - Segmentiert (Credit Suisse)- Diversifiziert (Amazon)

#Business Model Canvas

Hobby-Gärtner

Saatgut-hersteller

Gewächs-hausbetreiber

Kleinbauer

#Business Model Canvas

Arten von Kundensegmenten:

Johannes “der Kleingärtner”

Demographics• Männlich

• 30 – 35 Jahre

• Wohnort: Stadtgebiet Hannover

• Arbeitsplatz: kleinen

Unternehmsberatung

• Studium: Ingenieurwiss.

Behaviours

• Verbringt im Sommer mind. 2

Tage in seinem Schrebergarten

• Baut eigenes Gemüse an

• Aktiv in Internet-Community’s

• Ertragreiche Ernte

• Wahrnehmung als Techie

• Stressabbau

Needs & Goals

#Business Model Canvas

Wertangebot„Der Baustein Wertangebot beschreibt das Paket von Produkten und Dienstleistungen, das für ein bestimmtest Kundensegment Wert schöpft.“

Quantitative und Qualitative Werte:- Leistung- Anpassung an Kundenwünsche- Arbeit erleichtern- Preis- Kostenreduktion - Verfügbarkeit- Design

#Business Model Canvas

Hobby-Gärtner

Saatgut-hersteller

Gewächs-hausbetreiber

Kleinbauer

Zeitersparnis

Verfügbarkeitvon Geodaten

Kosten-reduktion

GestiegeneErnteerträge

#Business Model CanvasKanäle„Der Kanäle-Baustein beschreibt, wie ein Unternehmen seine Kundensegmente erreicht und anspricht, um ein Wertangebot zu vermitteln.“

#Business Model Canvas

#Business Model CanvasKundenbeziehung„Der Baustein Kundenbeziehung beschreibt die Arten von Beziehungen, die ein Unternehmen mit bestimmten Kundensegmenten eingeht.“

Verschiedene Kundenbeziehungen:- Individuelle persönliche Unterstützung- Selbstbedienung- Automatisierte Dienstleitung- Communitys- Mitbeteiligung

#Business Model CanvasVerschiedene Einnahmequellen:- Verkauf von Wirtschaftsgütern- Nutzungsgebühr- Mitgliedsgebühr- Lizenzen- Vermittlungsgebühren- Werbung

#Business Model CanvasSchlüsselresourcen:„Der Baustein Schlüsselresourcen beschreibt die wichtigsten Wirtschaftsgüter, die für das Funktionieren eines Geschäftsmodells notwendig sind.“

Kategorisierung von Ressourcen:- Physisch- Intellektuell- Menschlich- Finanziell

#Business Model Canvas

Schlüsselaktivitäten:„Der Baustein Schlüsselaktivitäten beschreibt die wichtigsten Dinge, die ein Unternehmen tun muss, damit sein Geschäftsmodell funktioniert.“

#Business Model CanvasSchlüsselpartnerschaften„Der Baustein Schlüsselpartnerschaften beschreibt dasNetzwerk von Lieferanten und Partnern, die zum Gelingen des Geschäftsmodells beitragen.“

Drei Motivationen für die Bildung von Partnerschaften- Optimierung und Mengenvorteil- Minderung von Risiken und Unsicherheiten- Akquise bestimmter Ressourcen

Verschiedene Arten von Partnerschaften- Strategische Allianzen zwischen Nicht-Wettbewerbern- Coopetition: strategische Partnerschaften zwischen

Wettbewerbern- Joint-Ventures

#Business Model Canvas

Kostenstruktur„Die Kostenstruktur beschreibt alle Kosten, die bei der Ausführung eines Geschäftsmodells anfallen.“

Merkmale von Kostenstrukturen- Fixkosten- Variable Kosten

#Lean Canvas

Unfair Advantage

Key Metrics

SolutionProblem

Lean

ExistingAlternative

#Lean Canvas

Cost Structure

Customer Acquisition costsDistribution costsHostingPeople, etc.

Revenue Streams

Revenue ModelLife Time ValueRevenueGross Margin

Problem

Top 3 problems

Existing Solutions

Solution

Top 3 features

Key MetricsKey activities you measure

Unique Value PropositionSingle, clear, compelling message that states why you are different and worth paying attention

High-level concept:

Unfair AdvantageCan’t be easily copied or bought

ChannelsPath to customers

Customer SegmentsTarget customers

Early Adopters

PRODUCT MARKET

#Exercise

„Use the Business Model Canvas / Lean

Canvas to Sketch out your idea“

[5 Minutes]

„Share it with your neighbor“

[2,5 Minutes each]

#Lean Canvas

Cost Structure

Customer Acquisition costsDistribution costsHostingPeople, etc.

Revenue Streams

Revenue ModelLife Time ValueRevenueGross Margin

Problem

Top 3 problems

Existing alternatives:

Solution

Top 3 features

Key MetricsKey activities you measure

Unique Value PropositionSingle, clear, compelling message that states why you are different and worth paying attention

High-level concept:

Unfair AdvantageCan’t be easily copied or bought

ChannelsPath to customers

Customer SegmentsTarget customers

Early Adopters

PRODUCT MARKET

1 23

4

5

67

8

9

#It‘s just the beginning….

Sell agricultural drones Licensing the API …..

Source: Maurya (2012)

#Think in alternatives

#Business Model Analysis 2.0

Customer Value

PropositionGo-to-Market

Plan

Technology &

Operations

Management

Profit Plan

#Business Model Analysis 2.0

Customer Value Proposition

• What unmet needs will the venture serve?

• Will it emphasize differentiation or low cost?

• Which customer segments will it target?

• Will it serve a new, existing, or re-segmented market

• What will be the minimum viable product at launch? The road map for adding features

• Who provide complements required for a whole product solution? On what terms?

• How will the product be priced? Does skimming or penetration pricing make sense?

• Can the venture leverage price discrimination methods? Bundling? Network Effects?

• What switching costs will customers incur? What is the expected life of a customer relationship?

• Relative to rivals products, how will customers’ willingness to pay compare to their total cost of ownership?

Go-to-Market Plan

• What mix of direct and indirect channels will the venture employ? What margins and/or exclusive rights will channel partners require?

• Given expected customer lifetime value (LTV), what customer acquisition cost (CAC) will the venture target

• What mix of free and paid demand generation methods will the venture employ? What will be the shape of its customer conversion funnel? The CAC for each paid method?

• If the venture relies on free demand generation methods, what will be its viral coefficient?

• Will the venture confront a chasm between early adopter and early mainstream segments? If so what is the plan for crossing the chasm?

• Does the venture have strong incentives to race for scale due to network effects, high switching costs, or other first-mover advantages? Do scalability constrains and late-mover advantages offset these incentives?

#Business Model Analysis 2.0

Profit Formula

• What contribution margin will the venture earn?

• What fixed costs will the venture incur, and what breakeven capacity utilization and sales volume does this imply?

• What share of the total addressable market does break even sales volume represent?

• How much investment in working capital and property, plant & equipment will be required per dollar of revenue?

• How will contribution margins, fixed costs, and investment/revenue ratios change over time?

• Given project growth, will be the profile of the venture’s cash flow curve? How deep is the curve’s trough, and when will it be reached?

Technology & Operations Management

• What activities are required to develop and produce the venture’s product?

• Which activities will the venture perform inhouse and which will it outsource?

• Who will perform outsourced activities, and under what terms?

• What are the cost drivers for key activities? Can the venture exploit scale economies in production by substituting fixed for variable costs?

• Will the venture create any valuable intellectual property? If so, how will it kept proprietary?

• Are there other first-mover advantages in technology and operations (e.g., pre-emption of scarce inputs)? Late-mover advantages (e.g. reverse engineering?)

• Given capacity and hiring constrains, can the venture scale operations rapidly?

#Advice

Early Stage: Use Post-It Notes (different colors for each customer/user segment + status of the hypothesis)

- green = the hypothesis has been validated through a decisive test

- yellow = a test that could validate the hypothesis has been identified but not yet executed

- blue = a hypothesis has been advanced without a way to test it

- pink = the question is important, but is too early to offer a hypothesis

#Advice

- A hypothesis is falsifiable when it can be rejected through a

decisive experiment.

- Go-To-Market Hypothesis 1: “Our product will spread through

word-of-mouth”

- Go-To-Market Hypothesis 2: “Our viral coefficient over the

next twelve months will exceed 0.5”

Step 4: Take a deep breath…and think about whether it is the right option for you!

“Vergessen Sie nie, es geht um

ihr geglücktes Leben”

-Günter Faltin

#Misconceptions

• It‘s Glamorous

• You‘ll be the Boss

• Flexibility

• You‘ll Make More $$$ & Have More Impact

Quelle: Moskowitz (2014)

#It‘s cool!

Quelle: The Social Network; Moskowitz (2014)

#Is it cool?

Quelle: The Social Network; Moskowitz (2014)

#Is it cool?

Quelle: Moskowitz (2014)

Remarkably similar among

startups

#Is it cool?

#You are the boss

„People have this vision of being the CEO of a company they

started and being on top of the pyramid…

What it‘s really like: everyone else is your boss – all of your

employees, customers, partners, users, media are your boss.

I‘ve never had more bosses and needed to account for more

people today.

- Phil Libin, CEO of Evernote

#$$$ + Impact

• On average you earn ~20% less

• Working in a later stage company you get a

force multiplier from:

- Existing user base

- Existing Infrastructure

- Working with an established team

Lünch