24 marzo 2016 al faberlab

1. BUSINESS MODEL DESIGN
NUOVI STRUMENTI PER LE AZIENDE

2. Giovanni Caruso"
Strategy Designer
Rodolfo Pinto"
Business Developer
Giorgio Ferrari"
Business Designer
Daniele Radici"
Innovation Specialist
BUSINESS DESIGN . INNOVATION . EXECUTION

3. q u o d ATTRAVERSO IL BUSINESS DESIGN
CAMBIARE LO STATUS QUO

4. PROGETTI

5. PROGETTI

6. CON CHI LAVOREREMO OGGI?

7. AGENDA
09:00
09:30
INTRODUZIONE
09:30
11:00
CONTESTO ESTERNO E NUOVI STRUMENTI PER LE AZIENDE
11:00
11:15
BREAK
11:15
13:00
LABORATORIO PROGETTUALE CON BMC
13:00
14:30
PAUSA PRANZO
14:30
15:30
MM CHALLENGE
15:30
16:30
LE DUE BICI
16:30
16:45
BREAK
16:45
17:30
PERSONAL BUSINESS MODEL CANVAS

8. SIETE PRONTI?

9. PERCHÈ?

10. la concorrenza e le tendenze
impreviste stanno rendendo il
nostro business obsoleto
“

11. la nostra quota di mercato è in
declino e stiamo lottando per
mantenere la nostra posizione
“

12. stiamo crescendo in nuovi mercati e
abbiamo bisogno di sapere come
competere
“

13. abbiamo inventato una nuova
tecnologia, ma non abbiamo idea "
di come fare soldi
“

14. il futuro del nostro settore è incerto e
abbiamo bisogno di sapere dove e quali
sono le nostre potenzialità di crescita
“

15. la nostra azienda ha bisogno di
raggiungere la redditività, ma stiamo
lottando contro lo status quo
“

16. BUSINESS MODEL
INNOVATION

17. innovation, noun
in·no·va·tion / i-nə-’vā-shən
the action or process of innovating: "
make changes in something established, "
especially by introducing new methods, ideas, or products
[Oxford Dictionaries]

18. CHANGESin something
ESTABLISHED

19. 50 ANNI FA

20. 25 ANNI FA

21. OGGI

22. OGGI

23. SOLO INNOVAZIONE DI PRODOTTO?

24. BUSINESS MODEL INNOVATION

25. quo·d © 2015 - tutti i diritti riservati

28. q u o d

29. q u o d

30. @wetpaintmena

31. q u o d
E NEL MONDO DEL RECRUITING

32. DA QUESTO…

33. A QUESTO…

34. "NEW"
ECONOMY
V.U.C.A.
ECONOMY

35. V OLATILITY
U NCERTAINTY
C OMPLEXITY
A MBIGUITY

36. TOOLS
SKILLS
MINDSETNEW

37. BUSINESS MODEL
CANVAS

38. il modello di business descrive la modalità
attraverso la quale un’organizzazione "
crea, distribuisce e cattura valore
“
[A. Osterwalder, Business Model Generation]

39. MODELLO DI BUSINESS
COSA E’
§ uno strumento per progettare ciò
che si desidera sviluppare
§ un quadro sinottico di sintesi
§ una mappa di un percorso
evolutivo
§ un meccanismo di facilitazione
all’innovazione
A COSA SERVE
§ creare consapevolezza nei
manager e negli imprenditori
§ (re)agire in modo snello e rapido
§ mantenere uno sguardo costante
su percorsi evolutivi del business
§ innovare il modello di business e
non solo tecnologie, prodotti e/o
servizi

40. QUINDI SIGNIFICA SAPER RISPONDERE A…

41. SAPPIAMO COMUNICARE IN MODO CHIARO E
SINTETICO IL VALORE DELLA NOSTRA AZIENDA?

42. SAPPIAMO QUALI SIANO IN PUNTI CRITICI "
NELLA CATENA DEL VALORE?

43. SAPPIAMO RACCONTARE IL "
“MECCANISMO DI FUNZIONAMENTO” DEL PRODOTTO?

44. SAPPIAMO CHI SONO I CLIENTI DEL NOSTRO
PRODOTTO/SERVIZIO?

45. SAPPIAMO COME PARLARE IN MODO MIRATO "
CON PROSPECT E CLIENTI?

46. …CON UN SOLO STRUMENTO

47. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS

48. The Numbers
people trained in Strategyzer’s
Business Model Canvas Workshops
+ Masterclasses around the world
downloads of the Business Model Canvas
Business Model Generation books sold
translations of the book and the Canvas
online courses owned
certified trainers
universities in the USA have adopted
the book for at least one course
5,000,000+
≈1,000,000
2,000+
2,000
250+
30+
30+
98
DOWNLOAD
BOOK SOLD
PEOPLE TRAINED
ON LINE COURSES
UNIVERSITIES
BOOK & BMC TRANSLATIONS
CERTIFIED TRAINERS
I NUMERI
@ strategyzer.com - 2015!

49. LA DIFFUSIONE
@ strategyzer.com - 2015!

50. GLI INNOVATORI
13
@ strategyzer.com - 2015!

51. MajorGoodSmallNoneContribution:
3.42
3.5
3.52
1 2 3 4
3.19
3.16
3.01
2.49
Better conversations on strategy
Better teamwork
Creating a shared language
Structured, practical outcomes
to implement
Better collaboration
across disciplines
Better collaboration across
geographical boundaries
Better ideas put on the table/
better brainstorming
strategic conversations
e.
COME CREA VALORE
@ strategyzer.com - 2015!

52. 3%
Develop
understanding
of B2B clients
as to Work
o work in very different areas
he majority of our surveyed
s Model Canvas to develop
s, launch new products
their existing business model
hlighted some of the most
anizations use it.
36%Development of an
entirely new business
21%New product/service
development within
existing business model
15%Renovate old
business model
2%
Organization
expansion
1.8%
Manage
multi-
disciplinary
teams
.7%
Mergers &
Acquisitions
19%Strategic reorientation
.8%
Investment
research
Reasons for using the Canvas
21
CON QUALE FINALITÀ
@ strategyzer.com - 2015!

53. 100
80
60
40
20
Model Canvas is trending upwards together with
the Lean Startup.
2008 2009 2010 2011 2013 2014
Blue Ocean Strategy
Lean Startup
Disruptive Innovation
Business Model Canvas
The number 100 represents peak search interest
QUANTO È DI INTERESSE
@ strategyzer.com - 2015!

54. 100
80
60
40
20
2008 2009 2010 2011
Strategic Plan
Business Model Canvas
Model Canvas to describe current and future strategy.
A Google Trend analysis shows how the traditional
strategic plan is losing popularity, while the Canvas is
gaining popularity. The latter was coined in 2009, while
the former has a much longer track record.
2013 2014
The number 100 represents peak search interest
STRATEGIC PLAN VS. BUSINESS MODEL CANVAS
@ strategyzer.com - 2015!

55. BUSINESS MODEL
CANVAS

56. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS

57. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
INFRASTRUTTURA
[HOW?]
CLIENTI
[WHO?]
ECONOMICS & FINANCE"
[COSTS & REVENUES]
OFFERTA
[WHAT?]

58. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
PARTE DESTRA"
Rappresenta la parte di mercato e
sintetizza gli elementi necessari per
creare e distribuire la propria offerta di
valore.

59. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
CUSTOMER SEGMENT
"
Definiscono diversi gruppi di persone o
organizzazioni che l’impresa si propone di
raggiungere e servire.
Un'organizzazione deve prendere una
decisione consapevole scegliendo quali
segmenti servire e quali segmenti ignorare.

60. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
VALUE PROPOSITION
Descrive il pacchetto di prodotti
e servizi che creano valore per il
segmento di clientela."
La proposta di valore è il motivo
per cui i clienti si rivolgono a una
società piuttosto che a un’altra.

61. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
Rappresentano il denaro che una
società genera da ogni singolo
segmento di clientela."
I ricavi possono essere da
transazione o ricorrenti.
REVENUE STREAMS

62. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
DECIDE
PAGA
RICEVE
PROD
/SERV
PROMESSE

63. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
1

64. $HOW ME
THE MONEY!!!

65. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
CHANNELS"
"
Sono i punti tramite cui l’azienda raggiunge
e comunica con i suoi segmenti di clientela
offrendo la propria proposta di valore.

66. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
CUSTOMER RELATIONSHIP"
"
Descrive le tipologie di relazioni che
un’azienda stabilisce con uno specifico
segmento di clientela.

67. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
PARTE SINISTRA"
Rappresenta la parte interna e descrive
gli elementi dell’infrastruttura con i quali
l’impresa crea valore.

68. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
KEY ACTIVITIES
Sono le attività principali che la società
deve svolgere per far si che il business
model funzioni ed operi con successo.

69. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
KEY RESOURCES
"
Sono le risorse principali necessarie a rendere
funzionante un modello di business."
Le risorse chiave possono essere fisiche,
finanziarie, intellettuali, o umane.

70. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
KEY PARTNERS
"
Rappresentano la rete di fornitori e partner
che permettono di far funzionare un modello
di business."
Le aziende creano alleanze per ottimizzare
modelli di business, ridurre i rischi, o acquisire
risorse.

71. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
Descrive tutti i costi sostenuti per il
funzionamento di un modello di
business."
Tali costi possono essere calcolati in
modo relativamente facile, dopo la
definizione delle risorse chiave, attività
chiave, partnership chiave, canali e
relazioni.
COST STRUCTURE

72. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS

73. POST-IT!®!
1 POST-IT, 1 CONCETTO!
SINTESI (OBBLIGATA)!
MOBILI!
COLORATI!

74. P. Mondrian - Composizione con grande riquadro rosso (1921)

75. DON'T TRY THIS AT HOME

76. DON'T TRY THIS AT HOME

77. BUSINESS MODEL CANVAS
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DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS

78. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS

79. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS

80. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS

81. TUTTO CHIARO MA…

82. iPHONE

83. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
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DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
1 AFFEZIONATI
APPLE
MODAIOLI
NON
DIGITALI

84. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
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DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
MODAIOLI
DEVICE
iPHONE
STATUS
SERVIZI
INTEGRATI
DESIGN
ABBONAMENTO
(CON TELCO)
DIRETTA
(COMMESSI)
TELCO
STORE
DIGITAL
APPLE STORE
PROCESSI
IT
BRAND &
MARKETING
PROGETTAZ.
MANAGER
IT
MANAGER
MKTG
BREVETTI
BRAND
PRODUTTORI
HW
SOFTWARE
DEVELOPER
TELCO
MKTG &
BRAND
RISORSE
UMANE
BREVETTI APPLE STORE

85. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
DEVICE
iPHONE
SERVIZI
INTEGRATI
ABBONAMENTO
(CON TELCO)
NON
DIGITALI
SEMPLICITÀ
D'USO
ACQUISTO
UNA TANTUM
DIRETTA
(COMMESSI)
TELCO
STORE
DIGITAL
PROCESSI
IT
BRAND &
MARKETING
PROGETTAZ. UX DESIGN
MANAGER
IT
MANAGER
MKTG
UX
DESIGNER
BREVETTI
PRODUTTORI
HW
SOFTWARE
DEVELOPER
TELCO
MKTG &
BRAND
RISORSE
UMANE
BREVETTI

86. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
1
DEVICE
iPHONE
SERVIZI
INTEGRATI
SEMPLICITÀ
D'USO
ACQUISTO
UNA TANTUM
AFFEZIONATI
APPLE
DESIGN
INTEGRAZ.
PROD. APPLE
BRAND
PASSION
PROCESSI
IT
BRAND &
MARKETING
UX DESIGNPROGETTAZ.
MANAGER
IT
MANAGER
MKTG
UX
DESIGNER
BREVETTI
AUTOMAT.
DIRETTA
(COMMESSI)
APPLE STORE
DIGITAL
EVENTI
KEYNOTE
BRAND
PRODUTTORI
HW
SOFTWARE
DEVELOPER
TELCO
MKTG &
BRAND
RISORSE
UMANE
BREVETTI APPLE STORE

87. BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
CHANNELS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
ACQUISTO
UNA TANTUM
INTEGRAZ.
PROD. APPLE
BRAND
PASSION
AFFEZIONATI
APPLE
MODAIOLI
NON
DIGITALI
SERVIZI
INTEGRATI
DEVICE
IPHONE
STATUSDESIGN
SEMPLICITÀ
D'USO
ABBONAMENTO
(CON TELCO)
PROCESSI
IT
BRAND &
MARKETING
UX DESIGNPROGETTAZ.
MANAGER
IT
MANAGER
MKTG
UX
DESIGNER
BREVETTI
PRODUTTORI
HW
SOFTWARE
DEVELOPER
TELCO
PRODUTTORI
HW
SOFTWARE
DEVELOPER
TELCO
PRODUTTORI
HW
SOFTWARE
DEVELOPER
TELCO
TELCO
STORE
DIGITAL
APPLE STOREAPPLE STORE
DIGITAL
EVENTI
KEYNOTE
TELCO
STORE
DIGITAL
DIRETTA
(COMMESSI)
DIRETTA
(COMMESSI)AUTOMAT.
DIRETTA
(COMMESSI)
MKTG &
BRAND
RISORSE
UMANE
BREVETTI APPLE STOREMKTG &
BRAND
RISORSE
UMANE
BREVETTI APPLE STOREMKTG &
BRAND
RISORSE
UMANE
BREVETTI

88. DISEGNATE IL VOSTRO
MODELLO DI BUSINESS
TOCCA A VOI!
FINALMENTE

89. THE MARSHMALLOW CHALLENGE

90. PETER SKILLMAN

91. COSTRUIRE LA TORRE
TEAM DI 4 PERSONE
CHE STIA IN PIEDI
DA SOLA
PIÙ ALTA
…IN 18 MINUTI
20 SPAGHETTI
1 METRO DI SCOTCH
1 METRO DI SPAGO
1 MARSHMALLOW

93. http://marshmallowchallenge.com/
https://www.youtube.com/watch?v=H0_yKBitO8M

94. PROTOTIPAZIONE

95. [Tom Wujec, Designer]
la prototipazione è la conversazione
che si ha con le proprie idee
“

96. TROVARE IL
MODELLO DI
BUSINESS
APPROPRIATO
OBIETTIVO:
È NECESSARIO
GENERARE PIÙ
OPZIONI

97. PROTOTYPING
PROTOTYPING NON È DEFINIRE IN
DETTAGLIO LA PROPRIA IDEA
PROTOTYPING RIGUARDA
L’ESPLORAZIONE DI ALTERNATIVE

98. if you freeze to an idea too quickly,
you fall in love with it
“
[Jim Glymph, Gehry Partners]

100. P R O G E T T A R E
MODELLI DI BUSINESS
PROTOTYPING
IN 10 MINUTI
A L T E R N A T I V I

101. UNA BICICLETTA

102. 1.000 €

103. 10 MINUTI
PROGETTARE ALMENO DUE
MODELLI DI BUSINESS
ESTREMAMENTE ALTERNATIVI

104. NURU ENERGY

106. PRINCIPI
1 32 4 5
RENDETE
LA VOSTRA
IDEA
VISUALE E
TANGIBILE
ABBIATE
ANCHE LA
MENTALITÀ
DEL
PRINCIPIANTE
NON
INNAMORATEVI
DELLE PRIME
IDEE, CREATE
ALTERNATIVE
CERCATE DI
SENTIRVI A
VOSTRO AGIO
ANCHE IN UNO "
«STATO LIQUIDO»
INIZIATE CON UN
BASSO LIVELLO
DI FEDELTÀ,
RIPETETE E
AFFINATE
Questi tipi di
prototipi
stimolano il
dialogo e
l’apprendimento. "
Non ritornate
nella terra del bla
bla bla.
Create il prototipo
di «ciò che non
può essere fatto».
Non lasciate che
le vostre
conoscenze pre-
esistenti intralcino
la vostra
esplorazione.
Affinare le vostre
idee troppo presto vi
impedisce di creare
ed esplorare
alternative. "
Non innamoratevene
troppo presto.
All’inizio del
processo non è
chiaro quale sia la
direzione giusta. "
È una sorta di stato
liquido. "
Niente panico: non
«solidificate» le cose
troppo presto.
È difficile buttar via
prototipi rifiniti:
manteneteli
abbozzati, veloci
ed economici.
Affinateli quando
saprete meglio
cosa funziona e
cosa no.

107. PRINCIPI
6 87 9 10
ESPONETE LA
VOSTRA IDEA
PER TEMPO E
CERCATE LE
CRITICHE
IMPARATE "
IN MODO
RAPIDO,
CADENDO
PRIMA
CERCATE DI
UTILIZZARE
TECNICHE
CREATIVE E
DIVERSE
SIATE ESTREMI "
E SPINGETEVI A
CREATE DEI
«MODELLI
SHREK»
PRENDETE "
NOTA DI
APPRENDIMENTI,
INTUIZIONI E
PROGRESSI
Cercate di ottenere
più feedback
possibili prima di
iniziare ad affinare.
Non prendete sul
personale dei
feedback negativi.
È davvero
necessario per
migliorare il vostro
prototipo.
La paura dell'errore
impedisce di
indagare. Superatela
grazie a una cultura
di prototipazione
approssimativa e
veloce, che
mantenga gli errori
economici e che
velocizzi
l’apprendimento.
Utilizzate tecniche
creative per
esplorare prototipi
innovativi. "
Osate uscire dai
soliti schemi della
vostra compagnia/
azienda.
I "Modelli Shrek"
sono prototipi
estremi o scandalosi
che molto
probabilmente non
produrrete.
Utilizzateli per
infiammare il
dibattito e
l’apprendimento.
Continuate ad
annotare tutti i
vostri prototipi
alternativi, così
come gli
apprendimenti e le
intuizioni. Potrete
usare idee e
intuizioni iniziali più
avanti nel processo.

108. BUSINESS MODEL OF YOU

110. 10 SUGGERIMENTI PER IL BUSINESS DESIGN

111. INIZIARE CON L'AS-IS, MAPPANDOLO SUL BMC

112. NON FARLO DA SOLO, LASCIA CHE I TUOI COLLEGHI O
AMICI TI AIUTINO!

113. IMPARA DA ALTRI BUSINESS MODEL

114. APPLICARE I BUSINESS MODEL PATTERN

115. PENSA COME UN BUSINESS MODEL DESIGNER. NON
LIMITARTI A UN SOLO MODELLO, FAI PIÙ PROTOTIPI

116. GUARDA SPESSO AL FUTURO

117. SHOW ME THE MONEY!!!

118. IL DISEGNO È LA NUOVA SCRITTURA

119. NON FERMARTI ALLE IPOTESI

120. JUST DO IT!

121. GRAZIE

122. // CONTATTI
q u o d DANIELE RADICI
daniele@quo-d.com"
+39.349.4143.581
www.quo-d.com"
Via Tabajani, 4"
24121 - Bergamo