Business Model Canvas Introduction

1. get2growth.com | @WebbJS | © John Webb 2014 business model canvasan introduction

2. get2growth.com | @WebbJS | © John Webb 2014 Good ideas need good strategy to realize their potential. REID HOFFMAN FOUNDER, LINKEDIN

3. get2growth.com | @WebbJS | © John Webb 2014 what’s a startup?

4. get2growth.com | @WebbJS | © John Webb 2014 A startup is an organization formed to search for a repeatable and scalable business model. STEVE BLANK SERIAL ENTREPRENEUR & AUTHOR

5. get2growth.com | @WebbJS | © John Webb 2014 what’s a business model?

6. get2growth.com | @WebbJS | © John Webb 2014get2growth.com | @WebbJS | © John Webb 2014 business model?

7. get2growth.com | @WebbJS | © John Webb 2014get2growth.com | @WebbJS | © John Webb 2014 ends up here…

8. get2growth.com | @WebbJS | © John Webb 2014get2growth.com | @WebbJS | © John Webb 2014 …or here

9. get2growth.com | @WebbJS | © John Webb 2014 a business model describes the rationale of how an organization creates, delivers and captures value Business Model Generation Alexander Osterwalder & Yves Pigneur get2growth.com | @WebbJS | © John Webb 2014

10. get2growth.com | @WebbJS | © John Webb 2014 sketch ideas lab test road test

11. get2growth.com | @WebbJS | © John Webb 2014

12. get2growth.com | @WebbJS | © John Webb 2014get2growth.com | @WebbJS | © John Webb 2014 CS Customer Segments for whom are we creating value? who are our most important customers? different groups of people or organizations an enterprise aims to reach and serve

13. get2growth.com | @WebbJS | © John Webb 2014get2growth.com | @WebbJS | © John Webb 2014 VP Value Propositions what value do we deliver to the customer? which one of our customer’s problems are we helping to solve? which customer needs are we satisfying? what bundles of products and services are we offering to each customer segment? bundles of products and services that create value for a specific customer segment

14. get2growth.com | @WebbJS | © John Webb 2014get2growth.com | @WebbJS | © John Webb 2014 CH Channels through which channels do our customer segments want to be reached? how can we reach them? which ones will work best? which ones are most cost effective? how are we integrating them with customer routines? how a company communicates with and reaches its customer segments to deliver a value proposition

15. get2growth.com | @WebbJS | © John Webb 2014get2growth.com | @WebbJS | © John Webb 2014 CR Customer Relationships what types of relationships does each of our customer segments expect us to establish and maintain with them? which ones have we established? how costly are they? how can they integrate with our business model? the types of relationships a company establishes with specific customer segments

16. get2growth.com | @WebbJS | © John Webb 2014get2growth.com | @WebbJS | © John Webb 2014 RS Revenue Streams for what value are customers really willing to pay? for what do they currently pay? how are they currently paying? how would they prefer to pay? the cash a company generates from each customer segment

17. get2growth.com | @WebbJS | © John Webb 2014get2growth.com | @WebbJS | © John Webb 2014 KR Key Resources what key resources do our value propositions require? our distribution channels? customer relationships? revenue streams? the most important assets required to make the business model work

18. get2growth.com | @WebbJS | © John Webb 2014get2growth.com | @WebbJS | © John Webb 2014 KA Key Activities what key activities do our value propositions require? our distribution channels? customer relationships? revenue streams? the most important things a company must do to make its business model work

19. get2growth.com | @WebbJS | © John Webb 2014get2growth.com | @WebbJS | © John Webb 2014 KP Key Partnerships who are our key partners? who are our key suppliers? which key resources are we acquiring from partners? which key activities do partners perform? the network of suppliers and partners that make the business model work

20. get2growth.com | @WebbJS | © John Webb 2014get2growth.com | @WebbJS | © John Webb 2014 C$ Cost Structure what are the most important costs inherent in your business model? which key resources are most expensive? which key assets are most expensive? all costs incurred to operate a business model

21. get2growth.com | @WebbJS | © John Webb 2014 CS Customer Segments An organization serves one or several Customer Segments VP Value Propositions It seeks to solve customer problems and satisfy customer needs with Value Propositions CH Channels Value Propositions are delivered to customers through communication, distribution and sales Channels CR Customer Relationships Customer Relationships are established and maintained with each Customer Segment RS Revenue Streams Revenue Streams result from Value Propositions successfully offered to Customer Segments KR Key Resources Key Resources are the assets required to offer and deliver the previous elements… KA Key Activities …by performing a number of Key Activities KP Key Partnerships Some activities are outsourced and some resources are acquired outside the enterprise C$ Cost Structure The business model elements result in the cost structure

22. get2growth.com | @WebbJS | © John Webb 2014 Source: Business Model Foundry

23. get2growth.com | @WebbJS | © John Webb 2014get2growth.com | @WebbJS | © John Webb 2014 creates a common language

24. get2growth.com | @WebbJS | © John Webb 2014get2growth.com | @WebbJS | © John Webb 2014 plan

34. get2growth.com | @WebbJS | © John Webb 2014 I’m as proud of what we don’t do as I am of what we do. STEVE JOBS CO-FOUNDER, APPLE get2growth.com | @WebbJS | © John Webb 2013

35. get2growth.com | @WebbJS | © John Webb 2014 Business Model Generation Alexander Osterwalder & Yves Pigneur www.businessmodelgeneration.com get2growth.com | @WebbJS | © John Webb 2014

36. get2growth.com | @WebbJS | © John Webb 2014 get2growth.com @webbjs facebook.com/get2growth mail@get2growth.com 07791 299507

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