Business Model Canvas Class is an introduction to using the canvas to explore, design and analyze your business without the overhead of writing a business plan. The canvas can help new startups highlight and work through their assumptions in a focused manner. This talk follows on our Wednesday talk on Think Like and Agilist/Lean Startup, but it does not require you to attend that course.

1. Business Model Canvas
Denver Startup Week

2. Ryan Martens
@RallyOn

4. Social
MISSION

5. A
founda-on
for
the
mobilize
ci-zen
engineers
around
the
globe
with
our
employees,
customers
and
partners

7. Zach Nies
@zachnies

8. h;p://www.flickr.com/photos/isaacmao/380257543

9. Market research
Product definition
Product requirements
Detailed plan
Alpha release
Beta release
Final release
FIRST CONTACT WITH CUSTOMERS

10. Market research
Product definition
Product requirements
Detailed plan
Alpha release
Beta release
Final release
FIRST CONTACT WITH CUSTOMERS

11. Market research
Product definition
Product requirements
Detailed plan
Alpha release
Beta release
Final release
FIRST CONTACT WITH CUSTOMERS

12. Market research
Product definition
Product requirements
Detailed plan
Alpha release
Beta release
Final release
FIRST CONTACT WITH CUSTOMERS

13. Market research
Product definition
Product requirements
Detailed plan
Alpha release
Beta release
Final release
FIRST CONTACT WITH CUSTOMERS

14. Market research
Product definition
Product requirements
Detailed plan
Alpha release
Beta release
Final release
FIRST CONTACT WITH CUSTOMERS

15. Market research
Product definition
Product requirements
Detailed plan
Alpha release
Beta release
Final release
FIRST CONTACT WITH CUSTOMERS

16. HOW MANY GUESSES?

17. FIRST CONTACT WITH
POTENTIAL CUSTOMERS

20. h;p://www.flickr.com/photos/oregondot/4132135156

21. Create a plan to
predict the future
h;p://www.flickr.com/photos/isaacmao/380257543

22. Why doesn’t
this work?

24. Need to create
an environment
to discover the future

25. Increase your
odds of success

26. Discover the future
Vision
&
Empathy
Culture
Business
Model
Frame Frame Frame Frame
Build & Ship
Build & Ship
Build & Ship
Build & Ship
Learn
Learn
Learn
Learn
Test & Measure Test & Measure Test & Measure Test & Measure

27. Explore Execute
h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724

28. h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724

29. h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724

30. h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724

31. TAKE EACH MAJOR GUESS

32. RUN AN EXPERIMENT

33. h;p://www.youtube.com/watch?v=Iyjs3zeoSrM

34. Lean Startup
Customer Development

36. Business Model

48. 1 4 3 9 2
8 5
7 6

50. Example – iPod

51. + Margin & Profit
Walkman for
the digital age
Design, Manufacturing,
Marketing, Support
h;p://www.flickr.com/photos/mrmonochrome/93535053
h;p://www.flickr.com/photos/75001512@N00/4683351383

52. Lean Canvas
h;p://www.flickr.com/photos/rkeefer/164636147

54. 1 4 3 9 2
8 5
7 6

56. Day Month Year
No.
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?
Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model?
How costly are they?
What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments
Our Distribution Channels? Customer Relationships? want to be reached?
Revenue Streams? 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?
What are the most important costs inherent in our business model? For what value are our customers really willing to pay?
Which Key Resources are most expensive? For what do they currently pay?
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
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To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
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57. Create
an environment
to discover the future

58. Don’t squander
your time

59. building
the wrong business

60. Do what you love

61. Love what you do

62. h;p://www.flickr.com/photos/seelensturm/3776740465

63. h;p://www.flickr.com/photos/fla;op341/224597838

64. @zachnies
@RallyOn
#DenverStartupWeek